PROFESSIONAL EXPERIENCE
AIM Consul+ng, Inc.
Principal
2005 – Present
Kleinfelder, Inc.
Vice President of
Corporate
Communica+on and
Marke+ng
1992 – 2005
CRSS Constructors, Inc.
Public Affairs and
Communica+ons
1989 – 1992
Boyle Engineering
Corpora+on
Public Informa+on
1988 – 1989
E
DUCATION
Bachelor of Arts,
Journalism
California State
University, Sacramento
P
ROFESSIONAL ORGANIZATIONS
Urban Land Ins+tute
Interna+onal Associa+on
of Public Par+cipa+on
(IAP2)
GLADYS CORNELL, Principal & Project Manager is a facilita*on and community engagement specialist with more than 30 years of experience providing public engagement, media rela*ons, and strategic communica*ons services with an emphasis on transporta*on infrastructure and master plan projects. Gladys has served successfully as the public outreach project manager for mul*ple complex community plan and transporta*on projects that require an understanding of technical, fiscal and community issues and the ability to create a space for construc*ve dialogue.
REPRESENTATIVE PROJECT EXPERIENCE
City of Sacramento, Downtown Railyards Ventures
AIM served as the community engagement and public outreach consultant for Downtown Railyard Venture, the developer of the Sacramento Railyards, during the en*tlement process for The Railyards. As one of the largest urban infill development sites in the na*on, the Railyards plan will transform a 200-acre former industrial site into a unique urban district adjacent to downtown. AIM worked with the development team during the update of the Railyards specific plan to involve the community to ensure the Railyards fit within the exis*ng context of community. Working with business associa*ons, ac*ve transporta*on interests, community-based organiza*ons, and local agencies, Gladys facilitated more than twenty briefings and discussions with local residents and key stakeholders. Gladys also designed a robust engagement program that included a social media campaign, an informa*onal video series, community workshops, and media rela*ons.
AIM’s efforts to engage the community and inform them about the project’s benefits were made manifest in October 2016 when the Sacramento City Council approved planning en*tlement for the Sacramento Railyards.
City of Davis, Downtown Davis Plan
AIM served as the public outreach consultant for the City of Davis on their Downtown Davis Plan. This plan will develop the future 2040 Downtown Davis Plan and create a guide for long term development and infrastructure. The project team will evaluate exis*ng development policies, codes and guidelines, and address recurring challenges to the development process in a way that adheres to the community’s vision for downtown Davis. As Outreach Manager, Gladys developed and is implemen*ng a robust public outreach plan that involves a comprehensive group of stakeholder perspec*ves as well as the community-at-large in mul*ple ways throughout the process to ensure the final Downtown Davis Plan is community-based and fits within the context of the City of Davis.
AIM’s responsibili*es include developing and upda*ng a project website, coordina*ng and facilita*ng a series of focus group and Downtown Davis Plan Advisory CommiVee mee*ngs, developing and launching a public awareness campaign and pop-up workshop series, and designing and developing a virtual community workshop. AIM’s other responsibili*es include assis*ng in a design charreVe, planning and facilita*ng a public workshop, and crea*ng two informa*onal videos.
City of Folsom, Folsom Boulevard Class I Bicycle and Pedestrian Overcrossing Feasibility Study AIM is currently serving as the public outreach consultant for the City of Folsom on their Folsom Boulevard Class I Bicycle and Pedestrian Overcrossing Feasibility Study. This project is currently studying the feasibility for a new bicycle and pedestrian bridge over Folsom Boulevard between Blue Ravine Road and Glenn Drive to improve bicycle and pedestrian safety and close a gap in the Humbug-Willow Creek Trail System. As Outreach Manager, Gladys developed and is implemen*ng a robust community engagement campaign that includes focus group, City Council mee*ngs, Parks and Recrea*on Commission Mee*ngs, Traffic Safety CommiVee Mee*ngs as well as a community awareness and educa*on program that includes a community ques*onnaire, community outreach mee*ngs and updates to the project website.
City of Roseville, Commercial Corridors Project
AIM [aff coordinated with the City of Roseville’s Planning [aff to develop and implement a community engagement process that partnered with key [akeholder groups and the community-at-large for ea\ of the three corridor plans throughout the plans’ development process. The overall community engagement goal was to encourage community input throughout the process to ensure community context is re fle^ed in ea\ corridor plan. By giving the community a meaningful voice in the planning process, the City built alignment between the City and community’s vision and goals and incorporate the community’s aspira*on and concerns in ea\ Specific Plan. At ea\ of the three major tou\points AIM [aff worked with the City’s planning [aff to develop and implement three live working sessions with the community. Using a web-based pla`orm su\ a Zoom and other visual collabora *ve pla`orms su\ a Miro, AIM ho[ed a collabora*ve visioning and interac*ve design workshops. Gladys developed facilita*on plans for ea\ workshop whi\ included both presenta*ons and collabora*ve engagement exercises that may include brain[orming and idea*on using a virtual whiteboard and online polling, visual preference surveys using precedent imagery, map-based and diagramming ac*vi*es.
ITEM 3.1.
ATTACHMENT 2
LELAND CONSULTING GROUP
People Places Prosperity | www.lelandconsulting.com
Project Experience
· Brooks Corridor TOD Analysis,
Missoula, MT
· Higgins Avenue Corridor Plan:
Brooks to Broadway,
Missoula, MT
· Burnsville Center and Corridor
Master Plan, Burnsville, MN
· State Street TOD Design and
Implementation Plan, Boise, ID
· Commercial Corridors Strategy,
Vancouver, WA
· Health Corridor Master Plan and
Economic Feasibility Study,
Coeur d’Alene, ID
· University Avenue Corridor,
West Des Moines, IA
· Market Analyses for Mixed-Use
Projects, Missoula, MT
· Corridor Master Plan, Gretna, NE
· Downtown Corridor Study,
Merriam, KS
· Retail Strategy, Westminster, CO
· Town Center Specific Plan,
Covina, CA
· Northwest Growth Area Plan,
Coralville, IA
· Wilburton-Grand Connection
Study, Bellevue, WA
· Merle Hay Road Market Study,
Johnston, IA
· South US 97 Corridor Plan,
Redmond, OR
Ted Kamp
Senior Associate
Edward “Ted” Kamp provides market analysis in support of strategic land use decisions for public planners and private developers. Drawing on expertise in GIS, market economics, and demographic analysis, he incorporates user-friendly information design to convey critical market intelligence to stakeholders.
His work spans a variety of development and planning contexts including urban infill, economic development, suburban revitalization, impact analysis, and transit -oriented development. Recent client work has covered locales across the western and central US. In addition, he taught the Urban Market Analysis course for planning graduate students at the University of Colorado-Denver for five years.
After receiving a BBA (with honors) from the University of Oklahoma and an MS in Marketing/Consumer Behavior from the University of Arizona, Ted provided research and strategic planning services for the Leo Burnett advertising agency in Chicago. He subsequently earned a Masters in Urban and Regional Planning (and completed PhD coursework) at the University of Colorado-Denver. He has provided urban market analysis consulting services for the past 18 years.
Education
· Master of Urban and Regional Planning, PhD coursework, University of Colorado
· Master of Science, Marketing (Consumer Behavior), University of Arizona · Bachelor in Business Administration (with honors), University of Oklahoma Awards and Publications
· 1999 Outstanding Graduate: Urban and Regional Planning Masters Program, University of Colorado-Denver
· 1998 ASCP McClure Student Award: “Empathy and Planning” (best paper nationally by a masters student)
· Author, with Deborah MacInnis: “Characteristics of Portrayed Emotions in Commercials: When Does What is Shown in Ads Affect Viewers,” Journal of Advertising Research, December 1995
ITEM 3.1.
ATTACHMENT 2
Proposal
Economic Development Strategic Plan
and Implementation Plan
SUBMITTED BY FOURTH ECONOMY FOR CITY OF RANCHO CORDOVA
OCTOBER 6, 2023
ITEM 3.1.
ATTACHMENT 3
TABLE OF CONTENTS
Cover Letter ...................................................... 01 E
xperience and References
............................... 02
Work Plan
......................................................... 04 Project Schedule
............................................... 13
Deliverables
...................................................... 14 Budget
.............................................................. 15 Appendix
Project Profiles
.
............................................... A-1
Resumes
......................................................... A-4 ITEM 3.1.
ATTACHMENT 3
PO Box 81620
Pittsburgh, PA 15217
[email protected]
www.fourtheconomy.com
October 6, 2023
Amanda Norton
Economic Development Manager City of Rancho
Cordova Economic Development Department
2729 Prospect Park Drive
Rancho Cordova, CA 95670
On behalf of Fourth Economy Consulting, I am pleased to present this proposal in response to your RFP for Rancho Cordova’s Economic Development Strategic Plan and Implementation Plan. We appreciate your commitment to developing an informed, equitable, and actionable economic development plan. Fourth Economy has a proven track record in localities around the country of helping communities to do just that — and have the tools and expertise necessary to ensure this plan becomes a reality.
Fourth Economy is a national strategy firm (C-Corporation) providing community and economic development services focusing on economic equity and resilience. Our team of economic development practitioners, nonprofit leaders, and tier one researchers works remotely from locations across the country. We are a subsidiary of Steer, an international, employee-owned consultancy focused on transportation and infrastructure with offices across North America, including Sacramento and Oakland. Steer and Fourth Economy are currently part of the planning team for the Link21 program.
Project Understanding
Rancho Cordova is a diverse, growing city of about 80,000 about 10 miles northwest of downtown Sacramento along US-50. Between 2010 and 2020, the city added 15,000 new residents and more than 11,600 jobs. Rancho Cordova was a job center before the pandemic, about 50,000 workers commuted in and 30,000 residents commuted out for work, but it is well positioned for the post-pandemic economy compared to many other communities. The city has experienced strong job growth in management, administration, and health care.
We have worked in a variety of similarly sized communities across the U.S with similar conditions and challenges. That experience means that we are well equipped to help:
§ H
ow to balance growth while preserving the character and qualities that attracted people to Rancho Cordova.
§ H
ow to define the identity of your community within your region and relative to larger neighbors.
§ H
ow to build on historical legacies without being trapped by them.
In the following proposal, we have described our capabilities and capacity as a firm. Our approach includes assessing community strengths, opportunities, and aspirations across five dimensions of economic competitiveness; engaging a wide range of stakeholders to ensure a diversity of voices are informing strategies; Build Sessions to co-create solutions with those who will benefit from this plan; and developing actionable and readily implementable solutions with clear metrics for measuring progress.
While we have highlighted key components of our approach and experience within similar scopes of work, we want to stress that we are a creative and innovative firm. We welcome the opportunity to design a range of right-sized work for this community. We also note that, 1 ITEM 3.1.
ATTACHMENT 3
Experience and References
What Sets Us Apart?
Fourth Economy helps communities and organizations create strategic, equitable, and resilient economies.
Fourth Economy is a mission-driven consulting group that seeks to equip change agents with the tools they need to build better communities and stronger economies. We employ rigorous data analysis and a multi-tiered engagement process to develop strategies and recommendations that are evidence-based and responsive to community priorities.
Our Experience
We believe inclusive and human-centered economies are at the heart of strong, equitable, and resilient communities. This belief has led Fourth Economy to commit to daylighting economic disparities and working with communities to develop actionable strategies to correct imbalances. Our experience fostering inclusive development has taken many forms over the years.
We have several ongoing relevant projects:
§ Th
e New Growth Innovation Network (NGIN) unites economic development leaders committed to building a new field of quality economic growth practice. NGIN contracted Fourth Economy to support LISC Jacksonville in its mission to stabilize homeownership and family wealth building in majority Black neighborhoods in Jacksonville, Florida. Fourth 2 with significant federal funding resources pouring into communities, we are finding new opportunities to build momentum. If given the opportunity, we will bring a nimble and flexible approach to this scope of work.
Your investment in building Rancho Cordova’s economic resilience through data-driven insights and informed strategic planning is commendable and can achieve your community’s stated goals to drive growth and prosperity in the community. We are confident that our firm offers an approach to deliver this successful final product that positions Rancho Cordova for equitable economic prosperity.
I would be happy to answer any questions you may have and can be reached at 412-356-3755 or [email protected].
With thanks for your time and consideration,
Jerry Paytas, Ph.D.
Vice President
ITEM 3.1.
ATTACHMENT 3
3 Economy is working to identify areas with high concentrations of households at-risk of speculation to prioritize outreach efforts and strategies that preserve homeownership and family wealth creation among these households.
§ F
ourth Economy is currently working with the City of Gresham, Oregon to conduct a holistic economic assessment of the region and identify promising practices to help the City address the root causes of poverty and improve overall community wealth. § W
e are currently working with the Port of Portland to understand the demographics of the Port related industries to advance the Port’s diversity and inclusion goals. § W
e are currently supporting the land use modeling as part of the planning team for the Link21 program for a second transit crossing of the San Francisco Bay.
Our experience fostering inclusive development has taken many forms over the years:
§ W
e worked with Ramsey County, MN, to develop a first-of-its-kind Economic Competitiveness and Inclusion (ECI) Plan that prioritizes inclusion in future investments, and other actions related to housing, job creation, workforce development, and place-based investments while responding to the COVID-19 crisis.
§ F
ourth Economy provided support to the NGA Center for Best Practices (NGA Center) Children & Families Program and Workforce Development & Economic Policy Program by serving as researcher and lead author in the development of a publication on state policy levers that Governors can use to improve economic mobility, Advancing Economic Mobility for Low-Income Families: Policy Options for Governors.
§ T
o better reflect the needs of its most distressed constituents, Fourth Economy provided strategic guidance to rebuild a community development intermediary, Neighborhood Allies.
§ Our team adv
ocated for anti-displacement policies by providing an in-depth analysis of tax incentives for the City of Providence, Rhode Island, and the Housing Alliance of Pennsylvania, respectively.
§ W
e created new tools and policies for affordable housing development in Pittsburgh, Pennsylvania, including a community land trust and a home rehabilitation program. § In Rhode Island, the F
ourth Economy team has provided ongoing support to the Greater Newport Chamber of Commerce to aid in COVID-19 recovery efforts and worked with a Steering Committee to develop a strategic plan focused on adding capacity for local economic development; marketing the region’s business opportunities; retaining and attracting talent; and supporting and leveraging existing industries. § W
e supported communities like Chester City, Pennsylvania and Scranton County, Pennsylvania, facing disinvestment and fiscal challenges with appropriate solutions considering capacity, funding, and resource constraints.
With more than thirteen years of experience working on Strategic Economic Development Plans, Fourth Economy has provided economic development planning in the form of Comprehensive Economic Development Plans (CEDS) or comparable planning efforts for cities, counties, and municipalities. Fourth Economy would be delighted to assist Rancho Cordova in developing an Economic Development Action Plan that provides a clear path towards growing and diversifying its economy. Examples of similar projects we’ve completed are highlighted below. Additional project examples are included at the end of this document:
BERKS COUNTY STRATEGIC ECONOMIC DEVELOPMENT ACTION PLAN Berks County in southeastern Pennsylvania comprises 72 municipalities and is home to both densely urban/suburban areas as well as rural and agricultural lands. Like Rancho Cordova, its diversity of landscape and people are recognized as a strength of the community. In developing a Strategic Action Plan for the County, Fourth Economy worked with the County of ITEM 3.1.
ATTACHMENT 3
4 Berks economic development team, along with a broader planning team that included leaders from economic agencies and partner organizations as well as the County’s elected officials, to drive a process that prioritized deep economic analysis, strong community engagement, and the cultivation of strategies that were right sized for the communities that comprise Berks County.
RAMSEY COUNTY ECONOMIC COMPETITIVENESS AND INCLUSION PLAN Ramsey County, MN, is the county seat and home to Saint Paul, the “twin city” of Minneapolis.
Similar to Rancho Cordova, the county seeks to define itself and establish its own identity within the broader context of the region. Fourth Economy led the overall plan development and coordination between the local and national sub-consultants, and helped facilitate a holistic approach to addressing the community’s opportunities and challenges to help Ramsey County achieve its vision of economic competitiveness and inclusion, where its business and talent strengths create new industry growth, all residents have access to existing and future economic opportunities, and racial disparities in employment, education, and wealth attainment are addressed.
STRATEGIC ECONOMIC DEVELOPMENT PLAN, SCRANTON, PA
Following decades of population decline and reduced tax base, the City of Scranton was seeking a catalytic strategic economic development plan to present a vision for the city that is forward-looking, actionable, and immediately implementable. The final report represents the vibrancy of “the Electric City” and highlights key findings, recommendations, neighborhood profiles, and an implementation plan with goals and metrics. Scranton is similar in population size to Rancho Cordova, and both have rich historical legacies to build upon in bolstering their civic identity.
References
Economic Competitiveness and Inclusion Plan -Ramsey County, MN Kari Collins, Director, Ramsey County Community & Economic Development, 651.302.4455, kari. [email protected]
Comprehensive Plan - City of Allentown, PA
Irene Woodward, Director of Planning and Zoning, [email protected], 610.437.7611 x 2866
Economic Action Plan - City of Atlantic City, NJ
Jim Rutala, Principal, Rutala Associates, LLC, [email protected] Work Plan: Our Approach
The following information describes our plan for supporting the creation of an economic development strategic plan for Rancho Cordova. Our proposed approach is organized around the following goals to:
1. Mobiliz
e the community
2. A
ssess competitiveness, gaps, and key drivers
3. De
velop actionable strategies to drive growth and prosperity
4. Cr
eate an action plan that provides clearly defined strategies with metrics for measuring progress
ITEM 3.1.
ATTACHMENT 3
5 While we have a proven approach to these types of engagements, we also recognize that, to be successful, we must be adaptable to adjusting our approach to best meet the needs of the City.
To ensure our scope is aligning with expectations, we will ensure proactive communication with the Rancho Cordova project manager throughout the process and pivot when necessary.
Mobilize the Community
The cornerstone of Fourth Economy’s approach pairs quantitative data with qualitative community insights. Robust community engagement processes uniquely tailored to Rancho Cordova and informed by our national best practices are central to our approach to this project.
We envision four forms of engagement to hear from an array of community members during the development of Rancho Cordova’s economic development strategic plan:
1. Engageme
nt with Council Member and other relevant city officials
2. De
velopment of an Advisory Committee
3. De
velopment of a website or web page that allows for community interaction, transparency, and understanding of key themes and topics relevant to the planning process
4. Br
oad-based Community Engagement
Fourth Economy would like to partner with Rancho Cordova’s Economic Development Department to identify local community engagement partner(s) who have built trust within the community over the years. We believe a partnership with local organizations leads to quality feedback from diverse participants with varying degrees of investment and understanding of the Rancho Cordova economic landscape. By leveraging the expertise of trusted and experienced local engagement partners, Fourth Economy can collaborate to provide strategic outreach and engagement support to augment the capacity of the local engagement partners. This may include increasing participation through multilingual surveying and engagement approaches, hosting engagement sessions at accessible community centers that offer resources and services, and being creative with the way we extend outreach and communication. We look forward to discussing how Fourth Economy can be the best partner to local experts to ensure an inclusive, informative, and fun engagement process for the Rancho Cordova community.
ENGAGEMENT WITH COUNCIL MEMBERS AND CITY OFFICIALS
Fourth Economy will host a bi-weekly check-in call with the Client team and designated officials.
This check-in will allow for open dialogue regarding progress and areas of focus and to ensure transparency as the planning process progresses. Our first call will be a working meeting to define the scope, expectations and intended outcomes.
We propose forming a monthly working group of broader city officials and related authorities that have a role in economic development. We will facilitate a public work session, open to council and the community, share initial findings and incorporate feedback. We also expect City staff to provide any available data, such as GIS mapping information. Property and land-use information and the ability to have ongoing requests from the consulting process filled.
ADVISORY COMMITTEE
An Advisory Committee should be composed of those representatives who will be critical to supporting analysis, engagement, and strategy development by serving as a core leadership group and sounding board. The Fourth Economy team will work with the Rancho Cordova team to identify inclusive membership, establish clear roles and responsibilities by executing a signed “job description,” and facilitate bi-monthly meetings for our team to both report back on new insights and gather input and feedback from local experts.
ITEM 3.1.
ATTACHMENT 3
6 BROAD-BASED COMMUNITY ENGAGEMENT
It is our goal to go beyond traditional methods of communication to reach each layer of the community stakeholders — from grassroots to grasstops. Diversifying outreach and communication begins with two guiding principles: one, use the appropriate contextual history to get the fullest picture and, two, work towards shared outcomes guided by best industry practices.
We will gather existing resources, past community and cultural history, and other data to ensure we have a thorough context for the pre-existing community conditions. In addition, our engagement strategy often incorporates attendance at community meetings, hearing community anecdotes, and scheduling one-on-one conversations with leaders and community members to best capture the landscape and community dynamic as appropriate. We will work with the Client team to tailor this strategy to the Rancho Cordova community. From what is learned, we begin to incorporate engagement opportunities that might include a short-term win like increased communication and participation throughout the community.
We also emphasize grassroots knowledge and lived experience within our community engagement work. We recognize that many residents may have passion and sound ideas for helping to grow their economy and improve their quality of life. We also recognize that the expertise necessary to build strong and equitable economies must come, in part, from the members of a community who know it best. To remove barriers, we will develop a process for providing stipends for residents to support the planning activities. These “plan ambassadors” will engage with us, providing outreach and communication support, and participate in Build Sessions as described later in this scope.
The goal outcome of our work is to encourage and increase community trust through participation. In particular, multiple and varied, sometimes dissenting, voices being a part of a planning process can only ensure that we have listened to, asked, and answered as many questions or concerns as possible. We don’t run from an audience because they do not share our opinion or are unfamiliar to us.
In addition to our formal work in community engagement, we work to ensure a community- driven aspect to the entire scope of the project. This includes ensuring inclusive language, developing guiding principles, providing cultural translation, reviewing market assessment and data, reviewing the impact of existing or future policies, and keeping historical and cultural context centered.
We recognize that many residents may have a passion and sound ideas for helping to grow their economy and improve their quality of life. We also recognize that the expertise necessary to build strong and equitable economies must come, in part, from the members of a community who know it best.
City of Rancho Cordova Overview
In order to establish an overview of Rancho Cordova that reflects residents, business owners, and community stakeholders, Fourth Economy would begin by reviewing prior reports, related initiatives, and programs; conducting stakeholder interviews; and listening to the community around several key topics and issues, including but not limited to:
§ H
ow has work and activity changed in Rancho Cordova since the pandemic? § A
re there significant occupations in the community at risk of disruption due to automation or AI?
§ What oppor
tunities exist for different demographics in the community? ITEM 3.1.
ATTACHMENT 3
7 § H ow do residents and businesses experience your community? § Who can affor
d to live in your community?
§ What oppor
tunities can be leveraged to grow Rancho Cordova’s economy within the broader context of the region?
This information, combined with the findings from the quantitative and qualitative work performed, will be used to produce a SWOT analysis. This document can be shared on a project website for public feedback, articulating the strengths the community should leverage, the opportunities it should pursue, the weaknesses it should mitigate, and the threats it should prepare for.
ORGANIZATIONAL ANAL YSIS AND EXISTING PLAN REVIEW
It is essential that an analysis process builds upon the work that has come before it. Therefore, we will review existing economic and entrepreneurship-related studies, as well as any other reports or previous planning work suggested by the Steering Committee. We will take a regional approach to contextualizing Rancho Cordova strategy by analyzing initiatives and programs such as the Sacramento Region Community Economic Resilience Fund (CERF), Greater Sacramento Region Prosperity Strategy, and Greater Sacramento Economic Council. We will capture key data, compile notes on existing organizations and programs, and review and categorize previous strategies. These findings will be organized in a way that ensures their use and utility throughout the process.
INTERVIEWS
The Fourth Economy team believes interviews serve as a useful tool to establish a baseline understanding and to build initial support. We will work with leadership from the department, and the Steering Committee to determine the most appropriate stakeholders to interview, but assume that it will include:
§ Stee
ring Committee Members to understand the history, culture, context, and an initial understanding of the focus areas around which the plan will be created § Business L
eaders to understand their lived experiences, expectations, opportunities, and challenges within the local ecosystem
§ Public Sect
or Leaders to understand existing strategies, tools, and mechanisms for support
§ Community L
eaders who will be critical to the implementation of future strategies to support and accelerate the growth of the community
§ “Owners” of Pr
evious Programs and Plans to understand what has already been implemented, what should be continued, and lessons learned from prior processes § Pr
ogram Funders and Philanthropy to understand current funding priorities, actively supported initiatives, and the impact of investments made to date.
KICK-OFF MEETING AND COMMUNITY LISTENING TOUR
The preceding work will culminate in a kick-off meeting and community tour. Because we will have had the opportunity to interview many of the Steering Committee members prior to the kick-off meeting, we will know what common questions or concerns they may have that we should address as a group. During this meeting, we will share initial findings, and get input on our plan for stakeholder engagement and for the analysis phase.
At the same time as the Steering Committee kick-off, we would typically conduct a community listening tour. It will be critical for the Fourth Economy team to be familiar with the community, its organizations, its participants, and its relationship to the rest of the region. This listening tour will allow us to gain familiarity with the strengths, weaknesses, assets, opportunities, and challenges across the ecosystem.
ITEM 3.1.
ATTACHMENT 3
8 Assess Competitiveness, Gaps and Key Drivers
BASELINE DEMOGRAPHIC AND ECONOMIC ANAL YSIS
There is no single recipe for economic success. However, we have found five critical attributes related to economic competitiveness that support vibrant and sustainable communities: Investment, Talent, Sustainability, Place, and Diversity. Fourth Economy employs this economic competitiveness framework to conduct a broad scan of data and trends to diagnose the community’s economic conditions, challenges, and opportunities. We believe communities cannot succeed if they focus too narrowly on one or two specific goals or needs. It is essential to monitor how all the systems of the community function interactively.
This framework will allow our team to understand what works and is not within the Rancho Cordova community.
ECONOMIC COMPETITIVENESS FRAMEWORK
Talent: a skilled workforce, with access to education that prepares residents to participate in the local economy
Place: an active and affordable community with high levels of civic engagement and a variety of quality of life assets
Talent and Place indicators are widely available and comparable from community to community, whereas the indicators for Diversity, Sustainability and Investment require more effort and have more local variation in the data sources and availability. The snapshot we developed for the baseline understanding provides some fundamental insights. Still, more time and effort are required to understand the conditions and drivers related to diversity, sustainability, and investment.
Our qualitative assessment work will support the development of a deeper understanding of community dynamics.
Diversity an equitable community, where diverse economic activity is reflective of a diverse population participate in the local economy
Sustainability: a resilient community and economy with diverse industries, sustainable infrastructure, and a healthy population
Investment: a productive regional economy with active businesses that have access to the capital, markets, and workforce they need to grow
UNDERSTANDING DISPARITY
Fourth Economy will perform qualitative and quantitative research on the City’s demographic and economic outlook. Analysis of key city demographic, socioeconomic, labor and workforce, education, and employment development characteristics will particularly note trends among underserved communities. Based on the qualitative and quantitative research noted above, we will assess the City’s present and future competitive outlook and standing against similar markets. Assessment will include an analysis of how these trends impact underserved communities.
Our team recognizes that Rancho Cordova’s economic success may not have been experienced equally by its residents. To effectively address economic disparities and inequities, a community must establish a clear, data-informed baseline. Our team will leverage existing diversity and disparity indicators, such as a Diversity Index or the GINI Coefficient. In addition to indicators that can be disaggregated by race and ethnicity to identify disparities further and disproportionate impacts in Rancho Cordova, such as:
ITEM 3.1.
ATTACHMENT 3
9 § E ducational Attainment: How well does the education system serve different communities?
§ E
mployment and Unemployment: To what degree different demographic groups can participate in economic activity?
§ W
ages and Employment by Industry: Are different demographic groups engaged in growing and high-paying industries, and are they equitably paid for their participation? § Me
dian Household Income: What are the disparities between demographic groups, and how does this impact the affordability and accessibility of housing? § T
enure and Cost-Burdens: Does the local economy provide equitable rates of homeownership and housing cost burdens?
§ Business Owne
rship: What are the disparities in business ownership rates for different demographic groups, and how well does ownership reflect participation in different industries?
SYNTHESIS
After an internal review of the analyses, Fourth Economy will prepare a memo of the findings that will be shared with the client and Advisory Committee to develop priorities for issues that require further research and analysis. These may include outliers from our baseline understanding or specific topics that may not be reflected in this data.
With the baseline assessment in hand, the Fourth Economy team will look ahead to the opportunities and stressors that will shape Rancho Cordova in the future. Too often, economic development strategies take a narrow view of the systems, global events, and evolving sectors, ultimately defining safe assumptions. We aim to create a plan that provides tactical recommendations without losing sight of what’s to come and how to build towards changes and create future momentum. Contextualizing Rancho Cordova and the findings thus far in the project within a larger regional, state, and national understanding is an important part of this phase of work. It sets the final two stages to accomplish your stated goals.
Priority Industry Sectors
Fourth Economy examines the priority industry sectors within a community to identify industries that can fill critical gaps in the supply chains, or which align with the available workforce. Our approach is not to identify industries or companies in search of the best “deal” but those that can meet the needs of the local community.
TARGET INDUSTRY ANAL YSIS
We will inventory and assess the existing industry sectors, maturity, connectedness, and value proposition to the Rancho Cordova community. We will engage with small businesses, entrepreneurs, manufacturers, and associated stakeholder groups, meeting with representatives from the Rancho Cordova Area Chamber of Commerce; leaders in the City’s largest industries, developers, experts, and entrepreneurs just to name a few examples.
Through interviews, online surveys, and focus groups, our team will identify and confirm key issues, opportunities, constraints, and challenges for operating in Rancho Cordova.
Fourth Economy will explore the supply chains and value chains of the industries and supporting assets in the local and regional economy to determine potential opportunities to increase and/or leverage certain opportunities for Rancho Cordova. Fourth Economy identifies critical industries based on a number of factors of strategic importance (determined in consultation with Rancho Cordova):
§ I
ndustry Diversification - are there industries missing in the local supply chain? § L
iving Wages - what industries provide a sustainable quality of life? ITEM 3.1.
ATTACHMENT 3
10 § I ndustry Growth - do you need to slow the decline of a key industry or harness the energy of a growing industry?
§ Alignment with Re
gional or State Targets - are there opportunities to leverage broader resources?
§ Ar
eas of opportunity – are there emerging industries that don’t appear in official statistics? § Alignment with workfor
ce skills and occupations - what industries would provide opportunities for the existing workforce?
§ T
ax Base Impacts - does this industry provide an opportunity to stabilize or grow the tax base?
We define and analyze the supply chain for those industries using input-output and purchasing flow data. For unique or emerging sectors, Fourth Economy supplements this analysis with surveys or interviews where possible.
STRATEGIES AND RECOMMENDATIONS FOR BUSINESS
ATTRACTION, RETENTION AND EXPANSION
The goal of the analysis above is to identify industries that are best aligned with the strategic goals of the city, and to identify their ability to really take root in the community by building the rationale for their growth and expansion in Rancho Cordova, and to maximize the spillover benefits across local and regional industry networks. The strategies should be aligned with the needs of different industries. The following graphic roughly illustrates some of the different needs at different stages of maturity:
Emerging Growth Maturity Reinvention
Economic
Challenge
Talent
Need
High capital
requirements and
technical risk
High operational
risk and capital
for expansion
Need to
standardize,
specialize, and
automate
Outsourcing,
restructuring, and
reskilling
Skilled leaders
and techincal
workers
High need for
managers,
supervisors,
specialists
High need for
production
workers, upskilling,
and retention
High need for
reskilling, retention,
diversification
ITEM 3.1.
ATTACHMENT 3
11 Fourth Economy will explore a range of strategies and tools including but not limited to the following:
Strategy Tool Description
Business
attraction
Marketing campaigns Create and implement marketing campaigns to attract new businesses to the community.
Site visits Conduct site visits with potential businesses to showcase the community’s assets and answer their questions.
Networking Attend industry events and conferences to network with potential businesses.
Financial incentives Offer tax breaks, grants, and other financial incentives to attract new businesses to the community.
Streamlined
regulations and
technical assistance
Make it easy for businesses to operate in the
community by streamlining regulations and providing
supportive services.
Leverage unique assets Leverage unique assets, such as workforce, location, and infrastructure, to potential businesses.
Business
retention
Business
Calling/Outreach
Conduct regular surveys and interviews with businesses to identify and address their concerns.
Training and
Workforce Development
Provide businesses with access to training and
development programs for their employees.
Financial Assistance Offer financial assistance and other resources to help businesses grow and expand.
Business
starts and
expansion
Business Planning and
Consulting Services
Provide businesses with access to business planning and consulting services to help them grow and expand.
Business and Market
Development Support
Connect businesses with potential customers and partners to help them expand their markets.
Financial Assistance Offer financial assistance and other resources to help businesses expand their operations.
Incubators and
Accelerators
Provide early-stage companies access to mentorship,
investors and other support to help them launch and grow.
Leading to the creation of an Action Plan, Fourth Economy will synthesize both the quantitative data and qualitative insights from this focused industry analysis. With a focus on building and maintaining economic resilience, our team will examine strategies to continue building high-wage industries that allow for economic mobility while also recommending diversifying the economy and growing opportunity sectors. Situating the City of Rancho Cordova within the regional economy and investing in its small businesses, entrepreneurs, Latinx population, women leaders, talented youth, and other aspirational residents and workers will help to uplift the local economy and society.
CREATE AN ACTION PLAN TO GUIDE IMPLEMENTATION
As we move into the action planning stages of the process, we will invite community leaders and engaged residents to co-create solutions through interactive workshops we call Build Sessions.
Build Sessions emphasize the focus on moving past talking about problems and toward building solutions. This process engages the stakeholders who know the issues best, and those ITEM 3.1.
ATTACHMENT 3
12 who will likely be involved in implementing the solutions. Engagement is critical to developing realistic solutions that have buy-in from key stakeholders.
COMMUNITY BUILD SESSIONS
Build Sessions will be organized around each of the prioritized strategy areas with at least 3 meetings for community input. For each one, we will identify Build Session co-chairs. The co- chairs will be community leaders who are domain experts in the strategy areas and will utilize their networks, with support from the Steering Committee, to engage the right participants to help develop strategies. It will be important to engage community representatives that can speak to the lived experiences related to the chosen topics.
We will develop working papers that will be shared with participants in advance of the Build Sessions. A draft version of the working papers will be shared with the co-chairs for validation and refinement. These working papers will evolve from the ecosystem mapping and stakeholder engagement, and will include:
§ Ideas and insights fr
om the community engagement efforts to date
§ Suppor
ting data and analysis
§ Related str
ategies from existing plans
§ Identification of external or internal issues r
elated to the focus area
§ If appr
opriate, possible scenarios that should be considered
§ Examples of what other communities ar
e successfully doing in the area of focus
Build Sessions will be organized by the prioritized strategy area and within each Build Session, breakout groups will focus on clear issues/opportunities around which to develop strategies.
These will be framed as “How Might We” statements, e.g. “How Might We… better leverage our college to spur entrepreneurship”. During the Build Sessions, participants review the working papers, brainstorm and prioritize potential strategies, and then identify the actions, stakeholders, and resources required for implementation.
Though these typically occur in person, we can also deliver these sessions in a virtual yet engaging and interactive format, using Zoom and a collaboration software called XLeap. To accommodate community members unable to attend the meetings, sessions are available online afterward for broader input.
After the Build Sessions, the Steering Committee will typically review the findings and prioritize strategies based on a number of criteria including alignment with the vision and goals, and with an aim to create a balanced portfolio of easily achievable actions and bold, innovative change.
Developing the Strategic Action Plan
Each of the last three goals and phases of work will culminate in the creation of a strategic Action Plan for the City of Rancho Cordova to enact to drive growth and prosperity for The City and its residents.
In developing our recommendations, we carefully demonstrate what possible barriers may arise present to allow clients to course correct as needed. Fourth Economy will provide an action plan that defines each of the recommendations and actions the City and partners will need to implement. This information will include an estimated timeline, the resources required to implement, the possible source, and a description of potential barriers. We will also consider the location of potential geographic impacts and recognize the varying economics of the enclaves.
This Action Plan will clearly outline each goal, identify interdisciplinary strategies to advance and achieve them, set a timeline and playbook for achieving each action item, and provide metrics to measure progress and define success.
ITEM 3.1.
ATTACHMENT 3
Month 1 2 3 4 5 6 7 8 9
Rancho Cordova Overview and Engagement
Advisory Committee • • • •
Engagement with Council Members and City Officials • •
Website Development and Communications Strategy • • • • • • • • • Broad Based Community Engagement • • • •
Rancho Cordova Overview
Organizational Analysis and Existing Plan Review
• • •
Kick Off and Community Listening Tour • • •
Interviews • • •
Assess Competitiveness, Gaps, and Key Drivers
Baseline Demographic and Economic Analysis
• • •
Economic Competitiveness Framework • • •
Understanding Disparity • • • •
Synthesis • •
Priority Industry Sectors
Target Industry Analysis
• • •
Strategies and Recommendations for Business Attraction, Retention and Expansion
• •
Create an Action Plan
Community Build Sessions • •
Development Strategic Action Plan • •
Deliverables and Final Strategic Plan • •
Project Management/Travel
Bi-weekly client calls
• • • • • • • • •
Travel • • •
13 An economic benefit scoring system will allow us to prioritize the recommendations. We often create a portfolio of actions that balance potential lower impact/more time intensive recommendations against longer-term/larger benefit potential projects. We do this to build confidence in the overall plan and provide some immediate actions that can harness the momentum during and immediately after the planning process.
The successful path forward for any community moving from planning to implementation is all about well-thought-out actions and the leadership to advance them. The Fourth Economy team will culminate our engagement with the development of a suite of deliverables to support the vision of the City of Rancho Cordova as a resilient, globally competitive city where everyone can reach their full potential with recommendations centered on equitable economic development.
Project Schedule
Fourth Economy proposes a nine month timeline for completion of the project. Our experience has been that a shorter time frame does not allow for inevitable delays, and a longer time frame risks losing momentum as information becomes stale and enthusiasm wanes in the face of new priorities.
ITEM 3.1.
ATTACHMENT 3
14 Deliverables
This suite of final deliverables will answer critical
questions that have been proposed, along with
presenting a mix of easily-understood quantitative and
qualitative analyses and insights from our community
engagement processes that support the plans’ strategic
recommendations. These deliverables combine the
insights from each of the previous three goals and
will include:
§ A
n analysis of current economic conditions within
Rancho Cordova and the surrounding environment,
with a strong lens towards equitable development
and the economic advancement of all residents
§ A
community-supported vision and a corresponding
set of goals
§ Str
ategic recommendations for investments,
both financial and programmatic, to catalyze the
emergence of Rancho Cordova as an exceptionally
economic diverse, vibrant, and thriving residential,
and commercial, and entrepreneurial center that
provides pathways to prosperity to all residents
builds on existing progress and preserves the
community’s rich heritage and legacy
Final deliverables may take the form of an infographic, formal report, presentation tools, social media graphics, or other communication tools defined by the client team.
Project Team
The Fourth Economy team includes a range of experts
that demonstrate an excellent understanding of
community and economic development. Resumes are
included in the appendix.
§ Je
rry Paytas, Ph.D., Vice President
» Pr
oject Director
§ Ale
jandro Martinez, Senior Consultant
» Pr
oject Manager
§ Maur
a Kay, Consultant
» A
nalysis
§ De
minique Heiks, Consultant
» A
nalysis and Engagement
§ A
ndrea Negrin, Assistant Consultant
» Engageme
nt Support
§ Justin W
heeler, Consultant
» Design &
Technical Communications
ITEM 3.1.
ATTACHMENT 3
Timeline & Budget
Hours Cost
Rancho Cordova Overview and Engagement
Advisory Committee 29 $6,025
Engagement with Council Members and City Officials 18 $4,120 Website Development and Communications Strategy 40 $6,550 Broad Based Community Engagement 92 $14,005
Rancho Cordova Overview
Organizational Analysis and Existing Plan Review 22 $3,880 Kick Off and Community Listening Tour 32 $7,520
Interviews 37 $6,130
Assess Competitiveness, Gaps, and Key Drivers
Baseline Demographic and Economic Analysis 34 $5,960
Economic Competitiveness Framework 32 $5,600
Understanding Disparity 30 $5,500
Synthesis 37 $6,280
Priority Industry Sectors
Target Industry Analysis 47 $7,780
Strategies and Recommendations for Business Attraction, Retention and Expansion 37 $6,280 Create an Action Plan
Community Build Sessions 75 $13,590
Development Strategic Action Plan 44 $7,760
Deliverables and Final Strategic Plan 102 $17,360
Project Management/Travel
Bi-weekly client calls 42 $8,300
Travel 48 $11,280
Total Labor 798 $143,920
Travel $7,902
Expenses & Stipends $5,750
Total Estimated Fixed Cost Not to Exceed $157,572
15 Cost Proposal
ITEM 3.1.
ATTACHMENT 3
Appendix
ITEM 3.1.
ATTACHMENT 3
A-1
Project Profile
LOCATION
Ramsey County, MN
PROJECT TYPE
Economic Development Plan
SCALE
County
CLIENT TYPE
Government
REFERENCE
Kari Collins
Director, Ramsey
County Community &
Economic Development
651.302.4455
[email protected]
Ramsey County Community & Economic Development
Economic Competitiveness and Inclusion Plan
Ramsey County Community & Economic Development’s
(CED) focus is to improve the quality of life in their
community by maintaining existing housing stock,
expanding homeownership and affordable housing
opportunities, installing safe infrastructure and facilities, remediating brownfields sites, redeveloping under-
utilized properties, strengthening businesses, navigating economic development resources, and encouraging
job growth.
CED’s vision for Ramsey County is one of economic
competitiveness and inclusion, where its business and talent strengths create new industry growth and all residents have access to existing and future economic opportunities. Eliminating racial disparities in employment, educational attainment and income; creating wealth for residents; addressing gaps in housing and affordability issues; and expanding the talent pool while leveraging existing partnerships, resources, and business expansion programs will help CED achieve its vision and strengthen economic outcomes for all.
OUR APPROACH
Fourth Economy led the overall plan development and coordination between the local and national sub-consultants, and helped facilitate a holistic approach to addressing the community’s opportunities and challenges. Every step along the way, residents, businesses, community leaders, a steering committee, and the Ramsey County Board of Commissioners were invited to engage in the development of an implementable plan that outlines economic and community objectives to pursue over the next five years. This plan is innovative in its understanding of how current levels of poverty and disinvestment began decades ago, and its strategies prioritize inclusion in future investments and other actions related to housing, job creation, workforce development and place-based investments, while responding to the COVID-19 crisis.
THE RESULTS
The plan was adopted in 2021 and the Ramsey County team immediately began to implement the core recommendations.
Over $75M has been committed to affordable and workforce housing development, a $5M business real estate preservation fund was created and several more recommendations have
been implemented. The plan won a 2021 International Economic Development Council Award of Excellence.
A-1
ITEM 3.1.
ATTACHMENT 3
A-2
LOCATION
Allentown, PA
PROJECT TYPE
Comprehensive Plan
SCALE
City
CLIENT TYPE
Government
REFERENCE
Irene Woodward
Director of Planning and Zoning
City of Allentown Bureau of
Planning & Zoning
[email protected]
610.437.7611 x 2866
Comprehensive Plan
Fourth Economy Consulting, with support from
evolveEA, was engaged by the City of Allentown,
the third largest city in the Commonwealth of
Pennsylvania, to create a Comprehensive Economic
Development Plan.
The City of Allentown is currently experiencing a renaissance in its downtown business district, attributed to the City’s Neighborhood Improvement Zone (NIZ) Tax Incentive Program.
The current City Comprehensive Plan was adopted by City Council in 2009. Allentown has shifted from an industrial city to an emerging hub for office space, retail, key services, and entertainment. The updated Comprehensive and Economic Plan will reflect the dynamic nature of the city and identify a pathway for continued growth, redevelopment, and opportunity for all residents.
OUR APPROACH
In addition to the NIZ, several other factors contributed to the unique situation that drove Allentown to expand the scope of the traditional comprehensive plan. It is the anchor city of a growing region with a rapidly diversifying population. Most parcels in the city are utilized, which affects land-use decisions.
And, most people who live in Allentown work outside of the city limits, indicating the need for efficient transportation, and potentially a need to add jobs in the city. The process of writing the plan includes four community meetings, eight facilitated Build Sessions (attended by over 200 people), and a community survey in both English and Spanish.
THE RESULTS
The plan was approved in the fall of 2019, and celebrated with a final community meeting. The city will be able to use the plan to coordinate with the private and nonprofit entities in the city to prioritize action and align themselves around a vision. Next steps include a revision of the outdated zoning code and a reorganization of planning processes to focus on neighborhood engagement.
The plan was recognized with a Pennsylvania Governor’s
Award for Local Government Excellence. The city’s Vision 2030 comprehensive planning effort was determined to best exemplify the theme of “Innovative Planning and Sound Land Use Practices.” City of Allentown, PA
Project Profile
A-2
ITEM 3.1.
ATTACHMENT 3
A-3
LOCATION
Atlantic City, NJ
PROJECT TYPE
Economic Strategy
SCALE
City
CLIENT TYPE
Government
REFERENCE
Jim Rutala
Principal
Rutala Associates, LLC
[email protected]
Economic Development Action Strategy
The City of Atlantic City was a uniquely nimble public client with high aspirations to develop competitive economic strategies focusing on diversifying the economy with new industries and opportunities while continuing to leverage the tourism and entertainment industries. The client team was most interested in creating shared prosperity for all residents and creating equitable access to economic opportunities.
The current administration inherited a city with deep financial problems and a long history of corruption. However, over the past several years, the City has continued to develop resources, opportunities, and strategic partnerships to support the city in recovering from economic shocks from previous environmental challenges and the COVID-19 pandemic.
The local economy remains highly reliant upon lower-wage sectors, like tourism and leisure, which experienced difficulty during the pandemic.
While there is targeted growth in other sectors, the lack of economic diversification leaves the City vulnerable to further economic shocks.
Additionally, the large waterfront hotels, resorts, and casinos stand in stark contrast to the largely underdeveloped inland areas of the city, creating a divide between the areas for tourists and locals. Moreover, the city sees little real estate development across all typologies, and developments underway are slow progress.
OUR APPROACH
The City engaged Fourth Economy to create a long-term strategic action plan to maximize growth potential and implement new or stalled community-focused economic and real estate development projects.
The strategic action plan provides recommendations for projects that have the greatest potential for broad community benefit. We developed a clear action plan based on an analysis of prior planning efforts, relevant data, and broad stakeholder and resident engagement. The final plan informed strategic opportunities, provide a real estate market analysis, and identify potential avenues for focusing the flow of private capital, public funds, and economic investment.
THE RESULTS
The Economic Development Action Strategy prioritizes prosperity and creates a three-pronged approach to address it: Fourth Economy recommended interdisciplinary strategies that knit together real estate development, economic diversification, and community priorities to achieve shared prosperity. Given the findings and recommendations related to real estate development, the City and its partners at NJ Economic Development Authority (NJEDA) are pursuing a $700k+ Phase II Government Restricted Municipalities (GRM) Grant to help advance stalled projects that have an opportunity to create up to $14M in additional tax revenue and more than 600 jobs. Additional investments totaling over $3M have already been allocated for additional priorities identified in the Action Strategy, such as streetscape, facade improvement, and transit and walkability infrastructure. Grant funding is also available for local entrepreneurs to help grow their business ideas and drive local growth in target industries. The City is equipped with an actionable plan to achieve its goals and track its success through identifiable metrics and continued engagement with community members.
City of Atlantic City, New Jersey
Project Profile
A-3
ITEM 3.1.
ATTACHMENT 3
A-4
PROJECT EXAMPLES
JERRY PAYTAS
VICE PRESIDENT
EDUCATION
University of Pittsburgh
Graduate School of Public and
International Affairs
Pittsburgh, PA
Ph.D., Public & International Affairs
M.A., Urban & Regional Planning
The Johns Hopkins University
Baltimore, MD
B.A., International Affairs
PRIOR
EXPERIENCE
GSP Consulting
Director of Research
Pittsburgh, PA
Carnegie Mellon Center for
Economic Development
Director
Pittsburgh, PA
Heinz College, Carnegie
Mellon University
Adjunct Faculty
Pittsburgh, PA
Ben Franklin Technology Center
Manager of Business Services
Pittsburgh, PA
BTI Consultants
Project Planner
Coraopolis, PA
AREAS OF
EXPERTISE
§ Community De velopment
§ E
conomic Development
§ E
conomic Impact Analysis
§ GIS Mapping
§ H
ousing Analysis and Strategy
§ Inno
vation-Based
Economic Development
§ Modeling and F
orecasting
§ Outdoor Recr
eation Economy
§ Pr
ogram Design and
Implementation
§ Public P
olicy
§
LINK21
Bay Area Rapid Transit (BART) and Capitol Corridor Joint Powers Authority (CCJPA)
Advisor
Link21 is a transportation program sponsored by the San Francisco Bay Area Rapid Transit District (BART) and the Capitol Corridor Joint Powers Authority (CCJPA) to transform Northern California’s passenger rail network into a faster, more integrated system that provides safe, efficient, equitable, and affordable travel for everyone. At the core of Link21 is a new transbay passenger rail crossing between Oakland and San Francisco. Steer is overseeing the travel demand and land use consultants in development of a refined travel demand and land use tool for the Link21 program.
COMPREHENSIVE AND ECONOMIC
DEVELOPMENT PLAN
City of Allentown, PA
Analysis Lead
Fourth Economy led a multi-consultant, multi-stakeholder project to create a joint comprehensive and economic development plan in the third largest city in Pennsylvania. Allentown is the anchor city of a growing region with a rapidly diversifying population. Most parcels in the city are utilized, which affects land-use decisions. And, a recently implemented downtown tax incentive has spurred significant development, creating a need for balance across the city.
The process of writing the plan included community meetings, Build Sessions (attended by over 200 people) and a community survey in both English and Spanish.
STRATEGIC ECONOMIC DEVELOPMENT PLAN
City of Scranton
Analysis Lead
Following decades of population decline and reduced tax base, the City of Scranton sought a catalytic strategic economic development plan to present a vision for the city that is forward-looking, actionable, and immediately implementable. Over the course of six months, the Fourth Economy team led a strategic planning process that included in-depth economic analysis, robust community engagement, ideation and visioning processes, surveying, and strategy development. The final plan provides pathways towards a future Scranton that offers equitable opportunities for all residents, growth and sustainability for businesses, and strength and resilience within the city’s economy.
ITEM 3.1.
ATTACHMENT 3
A-5
23 PROJECT EXAMPLES
ALEJANDRO MARTINEZ, AICP
PROJECT MANAGER
EDUCATION
New York University
Master of Urban Planning—
Concentration: Economic
Development & Housing.
New York, N.Y.
Universidad Nacional de Lanús
Master in Sustainable Development
Buenos Aires, Argentina
Universidad de Monterrey
Bachelor of Architecture
Monterrey, Mexico
PRIOR
EXPERIENCE
James Lima Planning +
Development
Senior Analyst
New York, N.Y.
Manhattan Chamber of Commerce
Business Recovery Specialist
New York, N.Y.
NYC Department of Transportation
Project Associate
New York, N.Y
City Planning Department
Director
San Pedro Garza Garcia, Mexico
AREAS OF
EXPERTISE
§ Economic Development
§ Housing Analysis and Strategy
§ Innovation-Based
Economic Development
§ Modeling and Forecasting
§ Placemaking
§ Project Management
§ Public Realm Strategies
§ Real Estate Finance
and Development
§ Transit Oriented Development
§ Zoning
DOWNTOWN ORLANDO’S ACTION PLAN
City of Orlando, Community Redevelopment Agency
The DTO 2.0 Action Plan aims to drive tangible capital projects, programs and policies that foster a vibrant downtown. This project involved analyzing current demographics, foot traffic, and the state of office, retail, and housing sectors, including vacancy rates, and projecting future demand, as well as extensive stakeholder engagement. Following the analysis, the action plan presented a strategic vision that included actionable items related to capital projects, zoning amendments, policy and incentive redesign, and identifying catalytic sites for development. This collaborative effort involved both national and local firms and incorporated the aforementioned recommendations, along with additional mobility, public space, and cultural recommendations to revitalize the downtown area.
In October of 2022 Governor Kathy Hochul and semiconductor manufacturer Micron announced one of the largest economic development projects in U.S. history — a 20-year, $100 billion investment by Micron to build a cutting-edge semiconductor manufacturing campus in Onondaga County, New York. In conjunction with this project, a $500 million community investment fund will see investments made across the five- county region. On behalf of Syracuse-based CenterState CEO, Fourth Economy is conducting deep engagement and analysis to establish a framework for directing this investment into several key priority areas.
The final document will be informed by direct community involvement and shape investments for years to come.
CENTRAL NEW YORK COMMUNITY
INVESTMENT PRIORITIES ANALYSIS
CenterState CEO
OMAHA INNOVATION AND ENTREPRENEURSHIP
ECOSYSTEM ASSESSMENT
11th Street Enterprises
Omaha is an ideal location to establish an innovation district to continue growing its entrepreneurial ecosystem. Situated in the heart of the Midwest, Omaha benefits from its central location, allowing for easy accessibility and connectivity to major markets. The city boasts a diverse and vibrant economy with thriving finance, healthcare, logistics, and agriculture industries.
Fourth Economy, along with Mass Economics and Urban Impact Advisors is conducting an assessment of Omaha’s innovation ecosystem that will identify the key resources, sectors, and partnerships that can be leveraged to cement Omaha’s identity as an important tech and innovation hub.
A-5
ALEJANDRO MARTINEZ
SENIOR CONSULTANT
ITEM 3.1.
ATTACHMENT 3
A-6
PROJECT EXAMPLES
MAURA KAY
CONSULTANT
EDUCATION
Carnegie Mellon University
H. J Heinz III College of Information
Science and Public Policy
Pittsburgh, PA
M.S, Public Policy and Management
University of Pittsburgh
Pittsburgh, PA
BPhil, Urban Studies and
Political Science
PRIOR
EXPERIENCE
Neighborhood Allies
Program Research Associate
Pittsburgh, PA
Rebuilding Together Pittsburgh
House Captain
Pittsburgh, PA
AREAS OF
EXPERTISE
§ Community Engagement
§ Cultur
al Planning
§ Data A
nalysis and Visualization
§ Div
ersity, Equity, and Inclusion
Strategy Implementation
§ E
conomic Development
§ Entr
epreneurship and Small
Business Development
§ GIS Mapping
§ Main Str
eet Strategy
§ Resiliency Planning
§ W
orkforce Analysis in
Emerging Industries
STRATEGIC ECONOMIC DEVELOPMENT PLAN
City of Scranton
Analysis Support
Following decades of population decline and reduced tax base, the City of Scranton sought a catalytic strategic economic development plan to present a vision for the city that is forward-looking, actionable, and immediately implementable. Over the course of six months, the Fourth Economy team led a strategic planning process that included in-depth economic analysis, robust community engagement, ideation and visioning processes, surveying, and strategy development. The final plan provides pathways towards a future Scranton that offers equitable opportunities for all residents, growth and sustainability for businesses, and strength and resilience within the city’s economy.
INCLUSIVE RECOVERY STRATEGY
TECHNICAL ASSISTANCE
New Growth Innovation Network (NGIN)
Analysis Support
The Inclusive Recovery Initiative, launched by New Growth Innovation Network (NGIN) supports economic development organizations to embed inclusive economic recovery strategies into their regional plans. Fourth Economy was engaged for technical assistance, providing direct support and analytics to six Economic Development Organizations to help them understand the existing economic disparities in their regions, how those disparities have been exacerbated by the pandemic, and to develop strategies to address those disparities.
BLACK-OWNED BUSINESS
SUPPORT ECOSYSTEM
Prosper
Analysis Lead
Prosper, a Birmingham coalition of community, civic, and business leaders committed to creating a more vibrant, racially and gender-inclusive economy, tasked Fourth Economy with examining the ecosystem supporting Black- owned businesses, including its participants, strengths, weaknesses, and the areas of opportunity for impact. Our team engaged in analysis of the economy, industries, and small business trends; built relationships through interviews with business owners, stakeholders, and community members to uncover trends and insights; and hosted a series of facilitated discussions to engage the community in the co-creation strategies to advance economic equity in Birmingham. The final plan is expected to launch in Spring 2023.
ITEM 3.1.
ATTACHMENT 3
A-7
25 PROJECT EXAMPLES
DEMINIQUE HEIKS
ANAL YSIS LEAD
EDUCATION
Bowling Green State University
Bowling Green, OH
Master of Public Administration
University of Toledo
Toledo, OH
M.A. Criminal Justice
Kent State University
Kent, OH
B.S. News - Broadcast Journalism
PRIOR
EXPERIENCE
BGSU Center for
Regional Development
Senior Project Manager
Bowling Green, OH
BGSU Center for
Regional Development
Economic Development
Program Coordinator
Bowling Green, OH
Wood County Planning Commission
Planner
Bowling Green, OH
AREAS OF
EXPERTISE
§ Community Engagement
§ Comprehensive Economic
Development Strategies
§ Data Analysis and Visualization
§ Economic and Social Justice
§ Economic Development
§ Economic Impact Analysis
§ Project Management
§ Strategic Planning
LINK21
Bay Area Rapid Transit (BART) and Capitol Corridor Joint Powers Authority (CCJPA)
Link21 is a transportation program sponsored by the San Francisco Bay Area Rapid Transit District (BART) and the Capitol Corridor Joint Powers Authority (CCJPA) to transform Northern California’s passenger rail network into a faster, more integrated system that provides safe, efficient, equitable, and affordable travel for everyone. At the core of Link21 is a new transbay passenger rail crossing between Oakland and San Francisco. Steer is overseeing the travel demand and land use consultants in development of a refined travel demand and land use tool for the Link21 program.
STATE OF INDIANA COMPREHENSIVE
ECONOMIC DEVELOPMENT STRATEGY (CEDS)
Indiana Economic Development Corporation
Fourth Economy is providing the state, its regions, and local communities with a roadmap and action plan for economic growth and prosperity over the next decade. This plan will leverage existing economic development efforts and strengths across the state, while addressing weaknesses to help the Hoosier state become more resilient in the face of economic downturns, and disruptive industry trend. Our work includes a deep dive into the socioeconomic data and a robust stakeholder engagement process — including interviews with industry leaders, government officials, and local topical experts; focus groups with targeted community members; surveys with broader economic development professionals; and a leadership committee comprised of public, private, and nonprofit leaders — that will culminate in a public comment period.
HOUSING PROGRAM ANALYSIS
& RECOMMENDATIONS
Indiana Association of Realtors
Fourth Economy led an analysis of the various programs
that support housing development finance and housing ownership/ rental programs in Indiana. These include loans, tax credits, grants and subsidies.
In addition to examining state and federal programs, Fourth Econom profiled other best in class states on how they are investing in housing. We compiled promising practices that states are utilizing to serve affordable and market- rate housing development, homeownership, and renter supports. Our review resulted in recommendations within policy, regulation, and investment that can support housing development and impact the affordability/ quality of existing housing stock in the state.
DEMINIQUE HEIKS
CONSULTANT
HOUSING PROGRAM ANALYSIS
& RECOMMENDATIONS
Indiana Association of Realtors
Research Lead
Fourth Economy led an analysis of the various programs that support housing development finance and housing ownership/ rental programs in Indiana. These include loans, tax credits, grants and subsidies. In addition to examining state and federal programs, Fourth Economy profiled other best in class states on how they are investing in housing. We compiled promising practices that states are utilizing to serve affordable and market-rate housing development, homeownership, and renter supports. Our review resulted in recommendations within policy, regulation, and investment that can support housing development and impact the affordability/ quality of existing housing stock in the state.
ITEM 3.1.
ATTACHMENT 3
A-8
26 PROJECT EXAMPLES
EDUCATION
PRIOR
EXPERIENCE
AREAS OF
EXPERTISE
andrea negrÍn
RESEARCH & STAKEHOLDER ENGAGEMENT SUPPORT
The Allegheny County Health Department (Pittsburgh, PA) serves more than
1.2 million county residents. Its mission is to protect, promote, and preserve the health and well-being of all Allegheny County residents, particularly the most vulnerable. In September of 2017, the health department became a nationally accredited public health department. As a part of the re-accreditation process, every five years the health department must complete an update to the community health assessment and community health improvement plan to ensure that priority health concerns of the communities served are being addressed and progress is being made on previous goals set forth. Andrea has assisted with research, planning, and administration in support of this project.
COMMUNITY HEALTH
ASSESSMENT, COMMUNITY
HEALTH IMPROVEMENT PLANS
Allegheny County Health Department
§Community Engagement
§Community Development
§Community Connections
§Resource Compilation,
Organization, and Sharing
City of Miami Springs Adult
Community Center
Assessment Specialist
Miami, FL
Logos Capital
Private Equity + Impact Investment
Analyst
Miami, FL
Lotus House Women and Children’s
Shelter
Legal and Clinical Intern
Miami, FL
Florida International University
Miami, FL
B.A. Development Economics
The Jefferson Regional Foundation (JRF) focuses on
the communities in the southern suburbs of Allegheny
County with a mission of health and wellness for all. These communities encompass a range of conditions (urban, suburban, and rural) that each face unique challenges. These communities are growing, and growing more diverse, which may require a realignment of services and resources within the foundation’s service area. Fourth Economy is developing a series of Issue Briefs, Surprise in Suburbs, to identify emerging trends that may impact the service providers supported by JRF.
SURPRISE IN THE SUBURBS
Jefferson Regional Foundation
Fourth Economy is developing a report that will identify best practices to support the acceleration of Black-owned businesses in Birmingham, AL, understand the full scope of the current ecosystem, and explore opportunities to foster collaborations and partnerships that will help these businesses. Andrea’s work on this project revolves around creating resource matrices, extensive desktop research, and ecosystem map development for businesses and organization that support black businesses in Birmingham.
BLACK-OWNED BUSINESS
SUPPORT ECOSYSTEM
Prosper Birmingham
ANDREA NEGRÍN
CONSULTANT
ITEM 3.1.
ATTACHMENT 3
A-9
JUSTIN WHEELER
CONSULTANT
PROJECT EXAMPLES
EDUCATION
Brooks Institute of Photography
Santa Barbara, CA
B.A., Commercial Photography and
Digital Imaging
Maryland Institute College of Art
M.P .S. Data Analytics and
Visualization
PRIOR
EXPERIENCE
The Pennsylvania State University
Graphic Designer, Proposal Specialist
Strategic Interdisciplinary Research
Office
University Park, PA
The Xerces Society for Invertebrate
Conservation
Web Manager, Communications
Admin.
Portland, OR
Wheeler Creative Services
Marketing Strategist
State College, PA
The Pennsylvania State University
Multimedia Specialist
Department of Materials Science and
Engineering
University Park, PA
AREAS OF
EXPERTISE
§ Br anding
§ Data A
nalysis and Visualization
§ Data Management
§ Qualitativ
e Data Collection
and Analysis
§ Qualitativ
e Research
§ Gr
aphic Design
§ Mark
eting and Communications
§ W
riting and Editing
STRATEGIC ECONOMIC DEVELOPMENT PLAN
City of Scranton
Design & Communications Lead
Following decades of population decline and reduced tax base, the City of Scranton sought a catalytic strategic economic development plan to present a vision for the city that is forward-looking, actionable, and immediately implementable. Over the course of six months, the Fourth Economy team led a strategic planning process that included in-depth economic analysis, robust community engagement, ideation and visioning processes, surveying, and strategy development. The final plan provides pathways towards a future Scranton that offers equitable opportunities for all residents, growth and sustainability for businesses, and strength and resilience within the city’s economy.
ECONOMIC COMPETITIVENESS
STRATEGIC PLAN
City of Chester, PA
Design & Communications Lead
Chester was once a prosperous industrial hub until factories closed post- WWII, and has since suffered from a long history of fiscal distress and economic challenges. The Fourth Economy team developed a strategy around community engagement, economic analysis, and priority focus areas with the goal of creating an implementable economic development strategy and action plan.
ECONOMIC MOBILITY REPORT
National Governors Association
Design Lead
The National Governors Association, with support provided by the Rockefeller Foundation, engaged Fourth Economy to develop a menu of data-driven, human-centered, sustainable policies to advance economic security, mobility, and resiliency for low-income individuals and families. We worked with a State Advisory Committee to ensure recommended policies are innovative, feasible, and non-partisan.
ITEM 3.1.
ATTACHMENT 3
PO Box 81620
Pittsburgh, PA 15217
[email protected]
www.fourtheconomy.com
ITEM 3.1.
ATTACHMENT 3
PROPOSAL FOR PROFESSIONAL SERVICES
Economic Development Strategic Plan and Implementation Plan Submitted to:
CITY OF RANCHO CORDOVA, CALIFORNIA
SUBMITTED BY:
In Association with:
Paul M. Saldana, CEcD
Exeter, CA
October 6, 2023
THE NATELSON DALE GROUP, INC .
YORBA LINDA, CA • www.natelsondale.com
O: 714.692.9596 • F: 714.692.9597
ITEM 3.1.
ATTACHMENT 4
Table of Contents
A. COVER LETTER ............................................................................................................................1 B. RELEVANT EXPERIENCE AND REFERENCES ...................................................................................3 C. WORK PLAN ...............................................................................................................................7 D. PROJECT SCHEDULE .................................................................................................................. 12 E. DELIVERABLES .......................................................................................................................... 12 F. PROJECT TEAM ......................................................................................................................... 13 G. COST PROPOSAL ....................................................................................................................... 13 APPENDIX A – TEAM MEMBER RESUMES .......................................................................................... 16
Cover Photo Credit: “The City of Rancho Cordova, located along a six-mile stretch of the beautiful American River, is an emerging urban center with a small-town feel.” by RanchoCordovaExpert – Own work. Licensed under CC BY-SA 4.0 via Wikimedia.com –
https://upload.wikimedia.org/wikipedia/commons/c/c0/City_of_Rancho_Cordova_American_River.jpg
ITEM 3.1.
ATTACHMENT 4
PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN
The Natelson Dale Group, Inc.
1 A. COVER LETTER
The Natelson Dale Group, Inc.
P.O. Box 489
Yorba Linda, CA 92886
(714) 692-9596 phone / (714) 692-9597 fax
E-mail: [email protected]
www.natelsondale.com
October 6, 2023
#7652
City of Rancho Cordova
Attention: Amanda Norton
Economic Development Department
2729 Prospect Park Drive
Rancho Cordova, CA 95670
Dear Ms. Norton:
In response to the City’s request for proposals (RFP), The Natelson Dale Group, Inc. (TNDG) is extremely pleased to submit this proposal to prepare an Economic Development Strategic Plan (EDSP) and Implementation Plan for the City of Rancho Cordova. Our team for this submission includes our close affiliate Paul Saldana (dba Economic Growth Strategies).
The Natelson Dale Group, Inc. (TNDG) is a national economic consulting firm established in California in 1974. Our practice focuses largely on the planning and implementation of economic and workforce development programs. The firm’s work often involves direct linkages between a community’s industry attraction plans and its real estate development potentials. In this regard, we have a strong understanding both of local real estate markets and of the larger regional economic trends that drive demand for commercial and industrial land use.
In addition to our long track record in economic development strategic planning, TNDG also maintains an active role in supporting California’s economic development community and advancing best practices within the profession. In this regard, the firm (in 2018) took the lead on behalf of the California Association for Local Economic Development (CALED) and the California Academy for Economic Development (CAED) on the implementation of a California-specific training and certification program for economic development professionals (the “ACE” program launched in 2019). The firm’s Managing Principal (Roger Dale) currently teaches the annual course on economic development strategic planning as part of the ACE program. This course includes a substantial focus on inclusive economic growth.
Paul Saldana of Economic Growth Strategies has both a consulting background and extensive hands-on experience as an economic development practitioner. His impressive career includes stints as Director of Economic & Community Development for the City of Bakersfield (2021-2023) and President and CEO of the Tulare County Economic Development Corporation (2001-2020). Based on his experience managing large economic development organizations and his intimate familiarity with corporate site selection processes, ITEM 3.1.
ATTACHMENT 4
PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN
The Natelson Dale Group, Inc.
2 he would support the TNDG team on the following key aspects of the assignment: the organizational analysis (identifying potential funding sources and partnerships); the target industry analysis; and the marketing elements of the Implementation Plan. He would also be a principal participant in our stakeholder outreach effort.
Understanding of the Work Scope. The TNDG Team understands that this process will result in a detailed Economic Development Strategic Plan and actionable Implementation Plan guiding the City’s economic development programming over the next three years. To achieve this result, our overall approach to the assignment will include a balanced mix of:
Background research and technical analysis by the consultant team; An extensive and highly-inclusive stakeholder engagement process; Appropriate integration of the City’s existing economic, community and workforce development programs (including relevant regional initiatives);
Close coordination with City staff throughout the planning effort; and P reparation of an action-oriented strategic plan that reflects Rancho Cordova’s unique market opportunities, stakeholder consensus on priorities, and our team’s intimate familiarity with contemporary best practices for inclusive economic development.
Th
e specific tasks proposed for each component of the work scope are outlined in Section C of our proposal. In addition to the EDSP and Implementation Plan, we will provide a final project report fully documenting the team’s multi-faceted community outreach program (and other post-contract reporting specified in the City’s RFP).
Corporate Information. The Natelson Dale Group, Inc. is an S Corporation incorporated in the State of California. I am the individual authorized to contractually bind the firm and I hereby commit to the obligations contained in this proposal. By signing and submitting this proposal, we agree to adhere to the provisions described in the City’s RFP. We are committed to entering into a binding contract if selected for the assignment.
We very much appreciate your consideration of our team and sincerely hope we have the opportunity to serve the City of Rancho Cordova on this exciting project.
Respectfully submitted,
Roger Dale
Managing Principal
ITEM 3.1.
ATTACHMENT 4
PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN
The Natelson Dale Group, Inc.
3 B. RELEVANT EXPERIENCE AND REFERENCES
The Natelson Dale Group, Inc. (TNDG) brings exceptional experience in economic development strategic planning to this assignment. From this work, TNDG has developed nationally recognized expertise in the following key areas: 1) Target Industry Strategies and Cluster Development, 2) Retail Demand Analysis and Tenant Recruitment, 3) Integration of Economic Development with Workforce Development, and 4) Structuring of Local and Regional Economic Development Partnerships. The firm’s work often involves direct linkages between a community’s industry attraction plans and its real estate development potentials.
An abbreviated summary of TNDG’s project experience is provided below, followed by more detailed descriptions of three assignments especially relevant to Rancho Cordova.
Economic Development Strategies
Counties
Guilford County (North Carolina)
Kern County
Larimer County (Colorado)
Los Angeles (San Gabriel Valley subregion)
Osceola County (Florida)
San Bernardino
San Diego (South County Subregion)
San Joaquin County
Sonoma County
Ventura County
Yuma County (Arizona)
Cities
Anaheim
Antioch
Arvin
Bakersfield
Beaumont
Burbank
Camarillo
Canyon Lake
Carson
Coachella
Compton
Coronado
El Cajon
Escondido
Fresno
Garland (Texas)
Kyle (Texas)
Los Angeles
Menifee
Ontario
Palm Desert
Phoenix (Arizona)
Pinole
San Francisco
San Ramon
Santa Fe Springs
Simi Valley
Stockton
Tracy
Ventura
Vista
Indian Tribes
Agua Caliente (Palm Springs)
Cahuilla (Riverside County)
Yavapi-Apache (Arizona)
Larger Regions
Hampton Roads (Virginia) Region (5 counties and 9 independent cities) Tri-cities Area of Northeast Tennessee/Southwest Virginia
ITEM 3.1.
ATTACHMENT 4
PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN
The Natelson Dale Group, Inc.
4 General Plan Economic Studies
City of Agoura Hills City of Malibu
City of Alhambra City of Monterey Park
City of Arroyo Grande City of Ontario
City of Calabasas City of Port Hueneme
City of Bakersfield City of Redondo Beach
City of Beaumont City of Rialto
City of California City City of San Bernardino
City of Chino City of San Clemente
City of Costa Mesa City of San Ramon
City of Fontana City of Santa Fe Springs
City of Garden Grove City of Santa Monica
City of Lake Elsinore City of Santa Paula
City of La Quinta Siskiyou County
City of Los Angeles Ventura County
Three Key Projects with Client References
Carson, California: Economic Development Strategic Plan (2023). TNDG has just finalized an economic development strategic plan for the City of Carson in the South Bay area of Los Angeles County (the plan was adopted by the City Council on September 19, 2023). This process included a comprehensive demographic/SWOT analysis; target industry/cluster analysis; market demand studies for retail, office, industrial, entertainment, and hotel development; extensive stakeholder outreach; and preparation of a detailed 5-year Action Plan.
Similarities / Relevance to Rancho Cordova:
• Similar population size (92,000)
• Diverse economic base/industry mix
• Underserved/underinvested communities
• Substantial focus on diversity, equity, inclusion
• Opportunity to leverage strategic position
relative to larger metro area
Client Reference:
John Raymond, Assistant City Manager
City of Carson
701 E. Carson Street
Carson, CA 90745
(310) 952-1773
[email protected]
Link to Work Product:
https://carson.legistar.com/LegislationDetail.aspx?ID=6348223&GUID=2524AF28-9497-420F-973F- E1D8FF303DE9&Options=&Search=
(Note that this work was part of a larger contract led by RRM Design Group; TNDG took the lead on the EDSP and related stakeholder outreach while RRM focused on design/environmental aspects of the assignment)
ITEM 3.1.
ATTACHMENT 4
PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN
The Natelson Dale Group, Inc.
5 Bakersfield, California: Economic Development Strategic Plan (2021). TNDG led an 18-month strategic planning process for the City of Bakersfield, with a focus on identifying major “game-changing” investments the City could pursue with available state and federal recovery funding. TNDG’s work was completed in close coordination with the regional “Better Bakersfield, Boundless Kern” (B3K) initiative facilitated by The Brookings Institution. TNDG’s work included an industry cluster analysis, commercial/industrial real estate market studies, and a comprehensive stakeholder outreach process (including specific engagement with the development community, industry stakeholders, and downtown business/civic leaders).
Note: T
NDG team member Paul Saldana was directly involved in this EDSP process (in his capacity at the time as the City of Bakersfield’s Director of Community and Economic Development). He was also actively involved in the initial implementation of the EDSP (essentially structuring a new department and program around the EDSP recommendations).
Similarities / Relevance to Rancho Cordova:
• Diverse economic base/industry mix
• Underserved/underinvested communities
• Substantial focus on diversity, equity, inclusion
• Focus on leveraging State and Federal funding
• Regional partnerships key to implementation
Client Reference:
Christian Clegg, City Manager
City of Bakersfield
1600 Truxtun Avenue, 5th Floor
Bakersfield, CA 93301
661-326-3751
[email protected]
Link to Work Product:
https://content.civicplus.com/api/assets/319bac29-84be-4383-8d85-dc79f5122da9
ITEM 3.1.
ATTACHMENT 4
PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN
The Natelson Dale Group, Inc.
6 Menifee, California: Comprehensive Economic Development Strategy (2019). TNDG completed a Comprehensive Economic Development Strategy (CEDS) for the City of Menifee. The six-month planning process included a detailed analysis of the community’s economic development assets and opportunities, as well as its current deficiencies and challenges. The background analyses included a target industry study focused on defining potential growth opportunities within the larger Riverside County/San Diego County economy. Given Menifee’s large population of out-commuting high-skilled workers, the industry cluster analysis emphasized potential connections to regional high-tech sectors.
The City of Menifee has made tremendous progress in implementation of the CEDS over the past 4 years (this progress has been documented in Annual Performance Reports prepared by TNDG for submission to the U.S. Economic Development Administration). The City has won several CALED awards on the basis of its successful implementation of the CEDS.
Similarities / Relevance to Rancho Cordova:
• Newer City (incorporated 2008)
• Similar population size (110,000 in 2023; about
75,000 at time of incorporation in 2008)
• Underserved/underinvested communities
• Opportunity to leverage strategic position
relative to larger metro area(s)
• Regional partnerships key to implementation
• Dual focus on quality of life and job creation
Client Reference:
Gina Gonzalez, Economic Development Director
City of Menifee
29844 Haun Rd, Menifee, CA 92586
(951) 723-3711
[email protected]
Link to Work Product:
https://www.menifeebusiness.com/wp-content/uploads/2020/03/Comprehensive-Economic- Development-Strategy-City-of-Menifee-CA-9-11-19.pdf
ITEM 3.1.
ATTACHMENT 4
PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN
The Natelson Dale Group, Inc.
7 C. WORK PLAN
TNDG’s proposed scope of work for this assignment is outlined below.
A. Project Overview Meetings
Kickoff meeting. The TNDG Team will facilitate a virtual kickoff meeting with key City staff to review the overall work scope and project schedule; identify any existing City documents/resources relevant to the process; establish protocols for team communications; begin to identify key stakeholders to include in the outreach effort; and refine the stakeholder engagement strategy (TNDG’s initial recommendations are outlined below, but it is our expectation that this approach would be further customized to reflect the City’s unique preferences).
City Department interviews. Within a month of project initiation, TNDG team members will conduct initial onsite reconnaissance in Rancho Cordova. During this visit, TNDG will conduct interviews with Economic Development Staff and other relevant City Departments.
City Council work session. Approximately 8 weeks into the contract, TNDG will conduct a work session with the Rancho Cordova City Council. This timing will allow TNDG to compile initial background data (to facilitate a more meaningful discussion with the City Council), but it will still be early enough in the process to allow for subsequent tasks/decisions to be guided by the Council’s input.
B. Organizational Analysis
TNDG team member Paul Saldana will lead the organizational analysis, drawing on his 30+ years of experience as an economic development practitioner (with significant focus on managing regional partnerships and developing organizational funding resources). For Rancho Cordova, he will conduct a review of the City’s existing funding sources and partnerships and recommend strategies to expand these resources based on current funding opportunities at the federal, state and regional levels.
ITEM 3.1.
ATTACHMENT 4
PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN
The Natelson Dale Group, Inc.
8 C. Citywide Demographic and Economic Analysis
To support and contextualize the subsequent technical studies, TNDG will compile background information from a range of public and private data sources including the following:
• U.S. Census / American Community Survey (ACS)
• Sacramento Area Council of Governments (SACOG)
• Sacramento County Assessor’s Office
• California Department of Finance (DOF)
• California Department of Tax and Fee Administration (CDTFA) • California Employment Development Department (EDD)
• U.S. Bureau of Labor Statistics (BLS)
• Commercial/industrial real estate market data (CoStar) • EMSI/Lightcast (for existing and projected employment, by detailed industry and occupation)
Where appropriate, demographic and economic data will be evaluated at multiple levels of geography (city, county, and state) to allow for comparison of local conditions to reference-area benchmarks. In addition, TNDG will customize the study geographies to reflect Rancho Cordova’s strategic market relative to the surrounding region.
D. SWOT Analysis
TNDG will prepare a comprehensive strength-weakness-opportunity-threat (SWOT) analysis to guide the subsequent strategy formulation tasks. The SWOT analysis will be based in part on direct input from key local stakeholders. As such, the SWOT review will be closely coordinated with the initial stages of TNDG’s stakeholder outreach process.
The SWOT summary will quantify Rancho Cordova’s potentials for quality economic growth, based on the following information sources: the baseline data compiled in Tasks B and C; input from stakeholders; and the consultant team’s longstanding knowledge of economic development “best practices.” The SWOT summary will consider the following issue categories:
• Geographic setting (including topography, climate, resources, etc.) • Proximity to larger economic regions
• Demographic makeup (existing and projected)
ITEM 3.1.
ATTACHMENT 4
PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN
The Natelson Dale Group, Inc.
9 • Workforce availability and skill levels (for the City and the larger “commute shed” region) • Workforce commute patterns
• Education system
• Existing economic base (i.e., mix of industry types)
• Existing land use conditions and available land for development/redevelopment • Infrastructure conditions and capacity (including broadband service) • Housing availability and affordability
• Quality of life
• Community image
• Resident/community attitude towards growth
• Economic development partnerships (public and private) • Economic development incentives
E. Target Industry Analysis
TNDG’s target industry analysis would include the following steps:
1. Identify and review documentation for regional and partner-led industry targeting efforts (e.g., The 50 Economic Alliance, Greater Sacramento Economic Council, etc.).
2. Complete city-level “cluster” analysis to identify candidate industries for Rancho Cordova. This analysis will include the following steps:
a. Compile detailed data (6-digit NAICS code level) on current and recent historic employment in the City.
b. Evaluate the City’s comparative strengths relative to the larger Sacramento region, utilizing standard economic analysis techniques such as location quotient and shift-share analysis. c. Evaluate City’s linkages to relevant regional industry clusters. d. Conduct a supply chain analysis to determine what businesses are purchasing outside of the region and look for opportunities to bring in new businesses to serve these needs.
F. Business Attraction, Retention and Expansion Efforts & Strategies Analysis In tandem with the target industry analysis, the TNDG Team will comprehensively review the City’s existing programs and partnerships related to business retention, expansion and attraction, and compare them to ITEM 3.1.
ATTACHMENT 4
PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN
The Natelson Dale Group, Inc.
10 existing investment levels of a set of “peer cities” (up to 5 jurisdictions – to be mutually determined by TNDG and City staff). Based on this review of best practices, TNDG will recommend updated strategies for Rancho Cordova (specifically oriented to the target industries identified in Task E above).
G. Economic Development Strategic Plan and Actionable Implementation Plan The TNDG Team will integrate the findings and strategic implications from all preceding tasks into a detailed Economic Development Strategic (EDSP) and actionable Implementation Plan for Rancho Cordova.
The EDSP/Implementation Plan will provide a detailed blueprint for the City’s economic development programming over the next 3 years, with recommendations for attracting, strengthening, and sustaining the identified set of target industries and implementing other strategies. The Implementation Plan will be organized in terms of the following elements:
A Marketing Framework for the City’s Economic Development program, including recommended tactics and “selling points” for business attraction, entrepreneurial development, and site-specific real estate development opportunities.
Strategy for Business Retention/Expansion/Attraction and Entrepeneurial Development reflecting the specific industry clusters and market segments identified in the technical analyses. The target industry strategy will include the following components: Specific recruitment targets; Workforce development strategies oriented to the needs of the priority industry clusters; Recommendations regarding physical infrastructure improvements and other “capacity building” issues relevant to the targeted industry clusters; Recommended marketing framework for a cluster-based strategy (potentially in tandem with regional marketing initiatives); Strategies for supporting and encouraging entrepreneurship and innovative activities within targeted industry clusters. Specific Recommendations for Leveraging Key Regional Initiatives and Resources within the City’s overall development and business attraction efforts.
ITEM 3.1.
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PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN
The Natelson Dale Group, Inc.
11 A strategy to address Foundational Elements, including: 1) recommendations regarding physical infrastructure improvements and other “capacity building” issues affecting the viability of the target clusters, 2) integration of existing assets such as educational and workforce development systems, and 3) recommended measures to ensure the City’s “business friendliness” (reflecting key competitiveness issues identified in the proceeding tasks).
Specific Recommendations for Economic Incentives the City could utilize to attract targeted development and business types.
A Prioritization Matrix indicating the potential timing of the various action items, and identifying the specific projects and programs that would provide the best leverage of available resources. Recommended Staffing/Organizational Structure for the City’s economic development programming. Estimated Budgets for New/Expanded Programs recommended by the EDSP. A Responsibility Matrix indicating the entities who would most appropriately be tasked with carrying out various action items (including collaborating regional agencies and private sector “partners”). A Monitoring Program to track the implementation of the Plan and to refine strategy objectives over time. The monitoring program will include performance-based “metrics” utilizing readily available data sources.
H. Stakeholder / Community Engagement
TNDG’s proposed stakeholder/community engagement process will include the following components:
• A series of three (3) workshops with an ad hoc EDSP Committee (to be organized for this project, chosen to be representative of the community in terms of private business mix, geographic subareas, demographic diversity, and institutional partnerships); • Two (2) community workshops, including one (1) oriented toward residents and one (1) oriented toward business stakeholders;
• Online surveys of the business community and the general public (promoted through the City’s social media platforms);
• Presentation of the final EDSP/Implementation Plan to the Rancho Cordova City Council for consideration and approval; and
• As-needed coordination meetings with City staff.
ITEM 3.1.
ATTACHMENT 4
PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN
The Natelson Dale Group, Inc.
12 Example of innovative roll-out presentation
The TNDG team uses a variety of modalities for communicating strategic recommendations to city officials and their constituencies. As an example of an innovative presentation of a strategic plan, the following link provides a pre-recorded (13-minute) video presented (by TNDG Principal Roger Dale) to the Antioch, CA City Council:
https://www.antiochca.gov/economic-development/economic-development-strategic-plan/
D. PROJECT SCHEDULE
The TNDG Team would complete this assignment within approximately nine (9) months of authorization, per the schedule on page 14.
E. DELIVERABLES
The deliverable work products for this assignment are outlined in the table below.
Task Work Products
A. Project Overview Meetings • Summary meeting notes
B. Organizational Analysis • Memorandum report
C. Demographic and Economic Analysis • Memorandum report (with tabular summaries of data sets)
D. SWOT Analysis • Draft report
• Final Report
E. Target Industry Analysis • Draft report
• Final report
(combined report for Tasks E and F) F. Business Attraction, Retention and Expansion Efforts & Strategies Analysis
G. Economic Development Strategic Plan and
Actionable Implementation Plan
• Draft EDSP
• Final EDSP
• Final project report (summarizing community
outreach, demographic diversity of
participants, and data sources used for
contract)
H. Stakeholder / Community Engagement • Summary of stakeholder input by meeting • Tabulation of online survey responses
ITEM 3.1.
ATTACHMENT 4
PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN
The Natelson Dale Group, Inc.
13 F. PROJECT TEAM
The following professional staff would be assigned to this project:
• Roger Dale, Managing Principal of TNDG
• Paul Saldana, CEcD, Economic Growth Strategies (subcontractor to TNDG) • Joe McClure, Senior Associate of TNDG
• Alan Levenson, Senior Associate of TNDG
• Joe Collins, Research Associate of TNDG
An organizational/staffing chart is provided on page 15 of this proposal. Team member resumes are provided in Appendix A.
G. COST PROPOSAL
The TNDG Team would complete the proposed scope of work for a total fixed fee of $128,830 (ONE HUNDRED AND TWENTY-EIGHT THOUSAND, EIGHT HUNDRED AND THIRTY DOLLARS). The breakdown this budget in terms of consultant hours by task (and hourly rates by team member) is estimated as follows:
ITEM 3.1.
ATTACHMENT 4
PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN
The Natelson Dale Group, Inc.
14 Proposed Schedule of Work
Rancho Cordova, Economic Development Strategic Plan and Implementation Plan The Natelson Dale Group, Inc. Team Month:
Scope of Work Task
A. Project Overview Meetings
Kickoff meeting with City staff
Meetings/interviews with City Depts.
City Council work session
B. Organizational Analysis C * C C
C. Citywide Demographic and Economic
Analysis *
D. SWOT Analysis ♦ ♦
E. Target Industry Analysis ♦ ♦
F. Business Attraction, Retention and
Expansion Efforts & Strategies Analysis ♦ ♦
G. Economic Development Strategic Plan
and Actionable Implementation Plan ♦ ♦
H. Stakeholder / Community Engagement
EDSP Stakeholder Committee
Community Workshops
Council presentation
Task time Review period ♦ Draft documents ♦ Final documents Workshops/Meetings/Presentations
General stakeholder engagement, ongoing coord. with staff * Memorandum 8 91 3 5 72 4 6
ITEM 3.1.
ATTACHMENT 4
PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN
The Natelson Dale Group, Inc.
15 Project Staffing and Organization
Economic Development Strategic Plan and Implementation Plan
ITEM 3.1.
ATTACHMENT 4
PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN
The Natelson Dale Group, Inc.
16 APPENDIX A – TEAM MEMBER RESUMES
Roger Dale, MANAGING PRINCIPAL • TNDG
Overview. Roger Dale has been affiliated with The Natelson Dale Group, Inc. (TNDG) since 1988 and serves as the firm’s managing principal. His background encompasses the fields of real estate development, economic development, regional economic analysis, environmental and land use policy, and renewable energy. His project experience includes real estate market forecasting, fiscal impact analysis, business retention/attraction, and preparation of regional-scale economic development strategic plans. He has prepared real estate forecasts for municipal planning efforts throughout California and Arizona. Mr. Dale has also prepared market and financial feasibility analyses for private developers. Key projects include a 4,200-acre subdivision in Moorpark, California; an 885-acre mixed use development on the Big Island of Hawaii; a tourist-oriented retail/restaurant complex in Honolulu; several regional shopping centers in southern California; a 3,200-unit residential development in the Santa Clarita Valley; and a master planned community in Yokohama, Japan.
Mr. Dale has completed numerous fiscal impact analyses and developed customized software models to enable municipalities to assess the fiscal impacts of proposed general plan amendments, annexations, and individual development projects.
Over the past 25 years, a significant focus of Mr. Dale’s work has been on the development of cluster- based economic and workforce development strategies. In this regard, he has managed industry cluster analyses and developed related retention/ expansion/attraction plans for the following clients: the cities of Anaheim, Los Angeles, and Burbank, and San Buenaventura, California; the County of Kern, California; the County of Yuma, Arizona; the High Desert Regional Economic Development Authority (San Bernardino County, California); the Forward Greensboro (North Carolina) Economic Development Partnership; and the Tri-Cities (Tennessee/Virginia) Economic Development Alliance.
Mr. Dale has an active interest in environmental mitigation and habitat conservation planning. For many years he has served on the board of an environmental nonprofit accredited by the Land Trust Alliance. For six years, Mr. Dale served on a technical review team for the Northern and Eastern Colorado Desert Coordinated Management Plan, a multi-agency land use planning effort led by the U.S. Bureau of Land Management.
Reflecting his longstanding interest in sustainability issues, he serves on the Board of the Roberts Environmental Center – a leading publisher of global climate change research and the nation’s foremost analyst of corporate sustainability reporting. He has recently completed feasibility studies and related economic development strategies for solar energy projects in California, Arizona, and China. He has prepared more than 50 economic analyses as part of environmental impact reports, pursuant to the requirements of the California Environmental Quality Act (CEQA).
Education. Mr. Dale received his B.A. cum laude in Economics from Claremont McKenna College in Claremont, California. He also holds a master's degree in Resource and Environmental Economics from the University of California at Riverside. Mr. Dale has also completed certification for “Real Estate Climate Action, Risk Assessment, Resilience, Net Zero Success” through the Harvard Graduate School of Design’s executive education program.
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PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN
The Natelson Dale Group, Inc.
17 Representative Project Experience in Economic Development Strategic Planning (all projects managed by Roger Dale): (projects are shown by client name followed by project name)
• Kern County, California: Analysis of Potential Economic Benefits of Carbon Management Industry (2023)
• Sonoma County, California: Comprehensive Economic Development Program Review (2022) • Antioch, California: Economic Baseline and Strategic Plan (2022) • Bakersfield, California: Economic Development Strategic Plan (2021) • Vista, California: Economic Development Strategic Plan (2021) • Menifee, California: Comprehensive Economic Development Strategy (2019) • Beaumont, California: Economic Development Strategic Plan (2019) • San Bernardino, California: Comprehensive Economic Development Strategy (CEDS) for IVDA/SBIAA (2018)
• Camarillo, California: Economic Development Strategic Plan (2018) • Palm Desert, California: Economic Development Strategic Plan (2018) • Ventura County, California: Economic Vitality Strategic Plan (2017) • Larimer County (Fort Collins), Colorado: Economic Development Asset Assessment (2016) • Kyle, Texas: Target Industry Study and Economic Development Strategic Plan (2015) • Yuma, Arizona: IMCP Strategic Plan (2014)
• Garland, Texas: Target Industry Strategy (2014)
• Escondido, California: Economic Development Master Plan (2013) • Osceola County, Florida: Economic Diversification Strategy (2012) • Los Angeles, California: Economic Development Strategy for Solar LA (2009) • Northeast Tennessee/Southwest Virginia: Target Industry Analysis (2006) • Ventura, California: Business Plan for “Eco Industry” Industrial Park (2003) • The National and Regional Directory of Targeted Growth Industries (2002) • Greensboro (Guilford County), North Carolina: Industry Attraction Strategy (2001)
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PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN
The Natelson Dale Group, Inc.
18 Alan Levenson, SENIOR ASSOCIATE • TNDG
Overview. Mr. Levenson brings to The Natelson Dale Group, Inc. an academic background in economic theory with particular emphasis on economic development. Prior to joining the firm, Mr. Levenson spent two years as a research consultant for NEMESIS (Núcleo de Estudos Modelos Espaciais Sistêmicos), which is a research network dedicated to the study of systemic spatial models of the Brazilian economy.
A significant focus of Mr. Levenson’s work at TNDG has been on preparing regional economic impact analyses for a wide range of projects. Among others, these projects have included a major regional health care facility in Riverside, CA, a technology and education park in Tustin, CA, a business park in Victorville, CA, and a highway construction interchange project in Pima County, AZ. These analyses have involved modeling various projects’ short-term (construction-phase) and permanent (annually recurring) benefits to the regional economy. The benefits have been summarized by estimating a project’s impact on total gross output, value added, earnings, and employment in the region. As part of this work, Mr. Levenson has experience with the major economic impact modeling software packages, including the Bureau of Economic Analysis’s Regional Input-Output Modeling System (RIMS) and the Minnesota Implan Group’s IMPLAN program.
Mr. Levenson has managed the preparation of a number of regional economic development plans, with a particular focus on industry “cluster” strategies. This work has involved a wide range of activities: from performing quantitative/ statistical analysis to more qualitative analysis, including conducting numerous interviews with key players of potential clusters. Mr. Levenson has participated in industry cluster studies for the following clients: the Forward Greensboro (North Carolina) Economic Development Partnership, the Tri-Cities Tennessee Cluster Study (Tennessee), the Yuma Private Industry Council (Arizona), and the City of San Buenaventura (California).
Education. Mr. Levenson joined TNDG after receiving his B.A. with honors in Economics and Political Science from the University of California at Riverside. Mr. Levenson’s undergraduate studies included additional coursework in applied mathematics related to economic analysis. He also holds a Master’s in Business Administration degree, with a concentration in Real Estate Finance, from UCLA’s Anderson School of Management.
Representative Project Experience in Economic Development Strategic Planning (Alan Levenson served as Project Associate): (projects are shown by client name followed by project name)
• Kern County, California: Analysis of Potential Economic Benefits of Carbon Management Industry (2023)
• Antioch, California: Economic Baseline and Strategic Plan (2022) • Bakersfield, California: Economic Development Strategic Plan (2021) • Vista, California: Economic Development Strategic Plan (2021) • Menifee, California: Comprehensive Economic Development Strategy (2019) • Beaumont, California: Economic Development Strategic Plan (2019) • Camarillo, California: Economic Development Strategic Plan (2018) • Palm Desert, California: Economic Development Strategic Plan (2018) • Stockton, California: Economic Development Strategic Plan (2015) • Kyle, Texas: Target Industry Study and Economic Development Strategic Plan (2015) • Yuma, Arizona: IMCP Strategic Plan (2014)
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PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN
The Natelson Dale Group, Inc.
19 • Escondido, California: Economic Development Master Plan (2013) • Osceola County, Florida: Economic Diversification Strategy (2012) • Yuma County, Arizona: Workforce and Economic Development Summit (2001, 2011) • Los Angeles, California: Economic Development Strategy for Solar LA (2009) • Northeast Tennessee/Southwest Virginia: Target Industry Analysis (2006) • Anaheim, California: Industry Location Analysis and Attraction Strategy (2005) • Ventura, California: Business Plan for “Eco Industry” Industrial Park (2003) • The National and Regional Directory of Targeted Growth Industries (2002) • Greensboro (Guilford County), North Carolina: Industry Attraction Strategy (2001)
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PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN
The Natelson Dale Group, Inc.
20 Joseph McClure, SENIOR ASSOCIATE • TNDG
Overview: Joe McClure has served as principal or in other key roles in land economics research and advisory-services organizations for over 35 years. During this period, Joe’s practice has focused on the following outputs:
• Economic development strategic focus: consolidating views on a region’s economic development targets, workforce, issues, and approaches, integrating target industries into the local economy, and relating a region’s existing economic base to its competitive region. • Market analyses with fiscal and strategic components: highest and best use analysis, analysis of rapidly growing trade areas, cash flow and development strategy analysis, fiscal benefits of development.
• Fiscal/economic analyses with a strategic component: impacts on the business community and tax receipts from freeway and other road projects, and assessing redevelopment prospects of under- performing areas.
• Special research projects, including studies of local labor forces and employer-employee relations, economic impacts of bicycle recreation, and transit behaviors and opinions in rural regions.
Mr. McClure’s multidisciplinary background incorporates many phases of the community and real estate development process: economic analysis and strategy development, market and financial feasibility assessment, and planning and design. Joe has a M.S. in Urban Planning, in a program that emphasized regional economics, from the University of Arizona and completed additional postgraduate work in economic geography at UA. He has a B.S. in Architecture from the University of Cincinnati. Mr. McClure is a registered architect in Arizona and a member of the Western Regional Science Association (WRSA)—an international group of economic geographers, the Urban Land Institute (ULI), and the Arizona Association for Economic Development (AAED). He has presented papers on business and economic development issues at economic development conferences, has served as Adjunct Lecturer at the University of Arizona in the Geography and Regional Development program, and on ULI Advisory/Technical Services Teams.
McClure served as a Civil Engineering Officer in the U.S. Air Force.
Education: Joe has an M.S. in Urban Planning, in a program that emphasized regional economics, from the University of Arizona and completed additional post graduate work in economic geography at UA. He has a B.S. in Architecture from the University of Cincinnati.
Representative Project Experience in Economic Development Strategic Planning Note: please also see all projects managed by Roger Dale listed within his resume, above, for J. McClure experience):
Some additional projects of Joe McClure his that are not already mentioned elsewhere in this proposal include:
ULI Technical A
ssistance Panels (2017, 2019). For ULI Arizona Technical Assistance Panels, McClure joined a group of planners, architects, engineers, and developers researching conditions related to generating alternatives to revitalizing the 32nd Street Corridor in Phoenix north of Shea Boulevard, and for revitalizing Downtown Eloy, Arizona.
Market Assessment and Benefits Analysis for CityScape, a Downtown Phoenix Destination Retail Center (2015 and prior). Estimated fiscal benefits to a participating jurisdiction from major redevelopment project ITEM 3.1.
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PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN
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21 that considerably boosted the potential for Downtown Phoenix to be a destination for office and commercial activity.
Identification and Review of Key Economic Development Influences, Town of Florence (2020).
Documented a wide range of economic, development, demographic, and tourism data as a background to preparing an initial assessment of the Florence economy in relation to the surrounding region, including Pinal County and parts of metro Phoenix and Tucson.
Market and Economic D evelopment Feasibility Study for Navajo Nation FBFA Area (2018). Analysis to determine the commercial development potential of a nine-chapter region and several specific site areas, through a market demand analysis of multiple trade areas. Project included evaluation of tourism activity and potential, including transportation access and linkages with regional destination attractions. (As IDS+A team member).
Economic Impacts of Bicycling in Arizona, for AZ Department of Transportation (2013). Mc Clure
Consulting was prime contractor for this project, which involved a variety of research processes including contacting all bicycle dealers and bicycle event and tour operators in Arizona, compiling primary and secondary data on sales, event details, etc. and estimating expenditures by out-of-state visitors to AZ.
Estimating process included compiling state and national-level data on sales patterns, tourist spending, and other details.
Transit in Greater Arizona, for the Arizona Department of Transportation (2017).
McClure Consulting was
prime contractor for this project, which involved multiple research steps including an in-depth survey of households in Greater Arizona, and inventory of transit providers, and an online survey of providers, and an extensive literature review and compilation of information relevant to a future state transit plan.
Smart Transportation Guidebook, for the Arizona Department of Transportation (2014). Mc Clure Consulting was a subcontractor for this project, providing input on economic considerations related to various transportation planning, policy, and infrastructure issues. The project included extensive research focused on literature pertaining to these issues.
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PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN
The Natelson Dale Group, Inc.
22 Joe Collins, ASSOCIATE • TNDG
Overview: Joseph Collins serves as a Research Associate for TNDG. Over the years, his professional career has involved him in a variety of both private and public projects in the Midwest and Southwest US. His varied experience includes: fiscal and land economic feasibility analysis, geospatial and descriptive data analytics, graphic presentation, market analysis, and the practice of urban planning and development, as summarized below.
• Market Analysis of Greater Phoenix Metropolitan Area for Industrial, Multifamily, Office, and Retail Real Estate Inventory.
• Analyzing required development improvements and associated costs pertaining to large tracts of land planned for single-family residential subdivisions and planned industrial pad sites. • Analyzing costs/benefits of single-family residential development versus various commercial development options within municipalities.
• Analyzing the costs/benefits of annexation of established residential subdivisions. • Conducting land use analysis and absorption studies, and real estate appraisal and market analyses.
• Geospatially analyzing building, property, land use, zoning, parking, traffic, demographic, economic, financial, tax, and other associated qualitative/quantitative data for various projects. • Developing a Geographic Information System (GIS) relational parcel database for various properties located in a downtown area.
• Providing graphic support in the creation of various reports, exhibits, presentations, and other associated media used to present to the public, various boards and commissions, city councils, non-profit associations, and private clients.
• Providing project coordination for the creation of an interactive website for departmental customer service.
• Conducting research and technical analysis to evaluate findings and/or to take action on various real estate development applications, land use decisions, and processing other regulatory actions associated with the development of real estate.
• Designing marketing and relocation packages for potential businesses looking to purchase and/or lease property.
• Reviewing construction plans for conformance with applicable city regulations, policies, and requirements.
Certain elements of the work described above were accomplished through the following entities, in addition to his experience with TNDG:
• Downtown Partnership of Hutchinson, Kansas
• Dan Weir Real Estate Company, CCIM
• City of Olathe, Kansas
• City of Scottsdale, Arizona
• Valuation and Advisory Services, CB Richard Ellis
Education: Mr. Collins obtained a M.B.A. from Grand Canyon University in Phoenix, Arizona, a M.S. in Regional and Community Planning from Kansas State University in Manhattan, Kansas, and a B.S. in Geography/Community Planning from Kansas State University. In addition, he has completed coursework for general real estate appraisal at the Arizona School of Real Estate and Business in Scottsdale, Arizona.
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PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN
The Natelson Dale Group, Inc.
23 Paul M. Saldana, CEcD
Overview
Paul Saldana has served as an economic and business consultant and an economic development practitioner, leading city, county, and regional economic development organizations, along with various academic roles in the economic/economic development field. He is responsible for 16 national, state, and regional awards for economic development programs and has received numerous individual recognitions for professional achievement and advocacy.
Education
California Baptist University, Doctor of Education, Organizational Change & Administration (ABD 9/24)
Crown College, Master of Business Administration (4.0 GPA) Crown College, Bachelor of Science, Business Administration (With Distinction – 4.0 GPA) Certifications & Credentials
International Economic Development Council, Certified Economic Developer (CEcD) California Commission on Teacher Credentialing, Career Technical Education Credential California Commission on Teacher Credentialing, Substitute Teaching Credential
Professional Experience
Economic & Business Consultant
dba Economic Growth Strategies, November 2020 to Present, Selected engagements:
• Small Business Advisor: Structure and deliver technical assistance to small business clients, including business planning, marketing, and financial management. • Economic Development Strategic Plan: Completed a regionwide economic development strategy for a city in the southern US, home to a major university and historic downtown features. • Comprehensive Economic Development Strategy: Prepared the 5-year CEDS (EDA funded) for a California Indian Tribe, including a target strategy and tribal business opportunities analysis. • Airport Target Market Analysis: Developed a target industrial analysis, marketing strategy and land use concepts for a special-district-owned airport in Southern California, with a focus on advanced aeronautics and UAV technologies.
• Pandemic Economic Recovery & Resiliency Plan: Prepared an economic recovery and resiliency plan for multi-county region in California, with update to the current CEDS. • Recovery & Resilience Strategies for Pandemics: Provided technical assistance in the development of a regional economic resilience program in rural Washington state. • Tourism Destination Marketing Strategy: Prepared a destination analysis and marketing strategy for an historic community in Louisiana. Strategy included action steps and anticipated outcomes.
Director, Economic & Community Development Department. C ity of Bakersfield (CA) June 2021 to May
2023
Selected Experience Highlights: L ed the establishment and organization of the new department. Directed the completion of the City’s Economic Development Strategic Plan, Affordable Housing Strategy and Transformative Climate Communities Plan. Managed budget of $107 million and a staffing complement of
32. ITEM 3.1.
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PROPOSAL FOR ECONOMIC DEVELOPMENT STRATEGIC PLAN
The Natelson Dale Group, Inc.
24 President & Chief Executive Officer. Economic Development Corporation, Tulare County, CA, January 2001 to November 2020
Selected Experience Highlights: Led the nonprofit organization to international accreditation and national ac
claim. Formulated site selection proposals for companies, including analysis of demographic, socioeconomic, consumer, business, and workforce data, resulting in the creation of thousands of new jobs for residents. Engineered the achievement of federal and state designations, including enterprise/incentive zone, opportunity zone, tourism welcome center and small business loan programs.
Director, Community & Economic Development Department, City of Atascadero, CA, February 1998 to January 2001
Managing Director, Shafter Community Development Agency. City of Shafter, CA, 1992 to February 1998 Deputy Director/Economic Development Consultant. County of Placer, Office of Economic Development (Auburn, CA) January 1991 to December 1992
Economic Develop ment Director/SBDC Director. Inland Empire Economic Council (Ontario, CA) September 1989 to July 1991
Managed the business recruitment and marketing effort for multi-c ounty organization, including providing site selection services for national and international clients. Created and managed the Inland Empire Small Business Development Center and staffed the Global Trade Association.
Academic Experience
Faculty Member, Finance & Economics, School of Business. Fresno Pacific University (Fresno, CA) July 2021 to present
Adjunct Faculty, School of Business. Crown College (Saint Bonifacius, MN) July 2020 to August 2021 Assistant Director/Faculty Member. CETYS University (Baja California, MX) 2004-2009.
Faculty Member, Economic Development Institute. University of Oklahoma, 1999-2005 Selected Professional Development
Planning for Economic Recovery, International City Managers Association Digital Economic Development University, Certified Digital Economic Developer California Tax Education Council, California Registered Tax Preparer Certification Johns Hopkins University, COVID-19 Contact Tracing Certificate International City Managers Association, Planning for Economic Recovery Program Ernst & Young, Site Selection: Corporate Location in Today’s Rapidly Changing Environment National Development Council, Economic Development Finance & Credit Analysis Industrial Development Research Council (IDRC), Site Selection & Location Analysis
ITEM 3.1.
ATTACHMENT 4
DUE OCTOBER 6, 2023, 4:00 PM LOCAL
ECONOMIC DEVELOPMENT STRATEGIC
PLAN AND IMPLEMENTATION PLAN
A PROPOSAL FOR THE CITY OF RANCHO CORDOVA
ECONOMIC DEVELOPMENT DEPARTMENT
ITEM 3.1.
ATTACHMENT 5
+1 512 3439113 | www.tipstrategies.com | 13492 N Hwy 183, Suite 120-254, Austin, TX 78750 October 6, 2023
Amanda Norton, Economic Development Manager
City of Rancho Cordova Economic Development Department
2729 Prospect Park Drive
Rancho Cordova, CA 95670
Dear Ms. Norton:
TIP Strategies is pleased to present our proposal for the preparation of a three-year citywide economic development strategic plan and implementation plan for the City of Rancho Cordova. As you evaluate proposals, we invite you to consider the advantages of our team.
TIP is a privately held corporation established in 1995. We have completed more than 500 strategic planning engagements in 44 states. As a result of our work with the City of San Luis Obispo, Greater Sacramento Economic Council, REACH, and East Kern County, we understand California’s economic and regulatory landscape. Our team has also worked in suburban communities across the US as part of our partnership with the National League of Cities (including Kansas City, Phoenix, and Dayton areas).
Using our successful three-phase Theory Into Practice model, we will deliver a strategic plan and an implementation roadmap that further strong and inclusive economic growth in Rancho Cordova. This Discovery-Opportunity-Implementation approach combines TIP’s data-driven perspective with the latest thinking on the challenges and opportunities that clients face. Our goal is to leave in place actionable strategies that can survive political and economic cycles as well as changes in leadership.
Our team is excited by the prospect of working with you. As the authorized representative and project lead, I confirm that sufficient resources and time are available and can be committed to this project.
Please reach out at 512.343.9113 or [email protected] if you have any questions.
Sincerely,
Jeff Marcell, Senior Partner
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ATTACHMENT 5
CONTENTS
RELEVANT EXPERIENCE ....................................................................................................................................................... 1 FIRM OVERVIEW AND LEADERSHIP ................................................................................................................................ 1 THE TIP ADVANTAGE ........................................................................................................................................................ 2 SELECTED WORK AND REFERENCES ............................................................................................................................. 3 WORK PLAN ............................................................................................................................................................................ 5
1. DISCOVERY ...................................................................................................................................................................... 5
2. OPPORTUNITY ................................................................................................................................................................ 7
3. IMPLEMENTATION ........................................................................................................................................................ 9 DELIVERABLES .................................................................................................................................................................. 11 CLIENT ROLE ..................................................................................................................................................................... 11 SCHEDULE ............................................................................................................................................................................. 12 PROJECT TEAM .................................................................................................................................................................... 13 COST PROPOSAL .................................................................................................................................................................. 14 FEES .................................................................................................................................................................................... 14 EXPENSES.......................................................................................................................................................................... 14 APPENDIX: KEY PERSONNEL RESUMES .......................................................................................................................... 15
TIP is an Austin-based firm providing consulting and advisory services to public and private sector clients. Established in 1995, the firm’s core competencies are strategic planning for economic development, talent strategies, organizational development, resiliency planning, and equity initiatives.
PH 512.343.9113 | https://tipstrategies.com/ | 13492 N Hwy. 183, Ste 120 -254, Austin, TX 78750 ITEM 3.1.
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CITY OF RANCHO CORDOVA | ECONOMIC DEV. STRATEGIC PLAN AND IMPLEMENTATION PLAN 1
RELEVANT EXPERIENCE
TIP Strategies, Inc. (TIP) is submitting this proposal to assist the City of Rancho Cordova Economic Development Department (City) with an economic development strategy and implementation plan. Our team members are experienced in 1) leading economic development planning; 2) structuring effective and sustainable organizations; 3) identifying target industries and designing marketing strategies to recruit them; 4) crafting talent retention, development, and attraction strategies; and 5) assisting with the implementation of economic development plans for cities, counties, regions, and states.
FIRM OVERVIEW AND LEADERSHIP
TIP is a privately held Austin-based firm providing consulting and advisory services to public and private sector clients. Established in 1995, the firm’s core competencies are strategic planning for economic development, talent strategies, organizational development, resiliency planning, and equity initiatives. Leaders across the US have embraced our Talent-Innovation-Place framework, resulting in innovative, publicly supported strategies.
TIP is led by four principals ideally suited to assist the City. They are joined by a staff of analysts and consultants experienced in managing large, complex projects.
TOM STELLMAN | CEO/FOUNDER
As developer of TIP’s Talent-Innovation-Place model, Tom has helped clients identify sustainable strategies to promote workforce and economic health.
TRACYE MCDANIEL | PRESIDENT
As a widely recognized strategist, Tracye has earned a reputation for creating mutually beneficial partnerships across a broad spectrum of industries.
JON ROBERTS | MANAGING PARTNER
Jon is a nationally recognized leader in regional economic development. He has overseen projects throughout the US, as well as in Europe and Asia.
JEFF MARCELL | SENIOR PARTNER
Jeff leads high-profile engagements from a practitioner’s point of view informed by his time leading the Economic Dev. Council of Seattle and King County.
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CITY OF RANCHO CORDOVA | ECONOMIC DEV. STRATEGIC PLAN AND IMPLEMENTATION PLAN 2
THE TIP ADVANTAGE
TIP’s national portfolio of consulting engagements spanning more than two decades, combined with hands-on program management experience, provides our team with a unique perspective.
WE H AVE W ORKED IN CALIFORNIA. TIP i s c urrently preparing a c omprehensive economic development strategy for REACH (Santa Barbara and San Luis Obispo Counties). Past work includes a strategy for the City of San Luis Obispo, strategic board facilitation for the G reater Sacramento Economic Council, and a diversification plan for East Kern County.
WE UNDERSTAND STRATEGIC PLANNING IN M ETROPOLITAN AREAS. TIP h as worked with clients across the US t o creatively address the unique challenges and o pportunities that face communities in metropolitan areas. For example, we assisted inner-ring cities surrounding Kansas City, Missouri-Kansas; Phoenix, Arizona; and Dayton, Ohio; with economic development strategies as part of our work for the National League of Cities. Other current and recent work includes strategic planning for the Greater Baltimore Committee (Maryland); Auburn, Washington (Seattle area); Lake County, Illinois (Chicago area); North Miami and Clearwater, Florida (Miami and Tampa Bay areas); and Arlington, Pasadena, and Georgetown, Texas (Dallas-Fort Worth, Houston, and Austin areas).
WE ARE COMMITTED TO EQUITY. TIP helps design strategies with under-resourced populations at the center. We are helping Dallas, Texas, establish a new organization to lead inclusive economic development; recently stood up a n equity-focused department for Harris County, Texas, and prepared an inclusive growth analysis for the Chicago Metropolitan Agency for Planning (Illinois).
WE HAVE A TEAM OF EXPERIENCED ANALYSTS. Our research team is well-versed in analytical techniques and innovative approaches to provide clients with the information they need for decision-making. Our data visualization tools are widely cited.
WE A RE EX PERT FACILITATORS. Our team h a s decades o f experience engaging diverse stakeholders in person and virtually, balancing competing interests, and identifying shared goals. Our ITEM 3.1.
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CITY OF RANCHO CORDOVA | ECONOMIC DEV. STRATEGIC PLAN AND IMPLEMENTATION PLAN 3 recent work includes helping two cohorts of the International Economic Development Council Equity Communities initiative address diversity, equity, and inclusion in their planning and service delivery.
WE HELP OUR CLIENTS ACHIEVE RESULTS. TIP collaborates with clients to identify metrics and determine if strategies are working or need adjustment. Our strategic plans have helped the City of Auburn, Washington, attract aerospace and advanced manufacturing businesses, and contributed to the Northeast Indiana Regional Development Authority winning $50 million in state funding.
WE KNOW WHAT DRIVES INVESTMENT. Our team helps clients capitalize on assets. We are engaged by the Texas Higher Education Foundation to prepare a statewide strategy for technology innovation and commercialization. Our experience extends from laying the gro undwork for innovation districts in Fort Worth, Texas, to facilitating the creation of co-working spaces in Green Bay, Wisconsin. We understand the factors that drive investment—including the available workforce, the presence of well-prepared industrial sites, a climate of innovation, and a quality of place that supports retention/recruitment. This Talent-Innovation-Place framework guides our engagements.
In short, hiring TIP to lead your strategy process will result in 1) a shared vision for economic resilience; 2) clear strategies to support the vision; and 3) an actionable plan for moving forward.
SELECTED WORK AND REFERENCES
The following are examples of TIP’s work. Please see our online portfolio for additional information.
GREATER SACRAMENTO ECONOMIC COUNCIL (CA) | BOARD FACILITATION Faced with trends accelerated by COVID -19, the Greater Sacramento Econom ic Council (GSEC) engaged TIP to facilitate the discussion and review of the organization’s draft action plan. TIP designed a survey for the 80-member board and facilitated three Board sessions that featured survey findings and a discussion of the draft plan. Feedback identified two additions: the clarification of GSEC’s role in state policy and the need to reimagine marketing to retain remote workers and recruit their employers.
TIP facilitated the Board review and approval of edits, and presented trends likely to impact future work.
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CITY OF RANCHO CORDOVA | ECONOMIC DEV. STRATEGIC PLAN AND IMPLEMENTATION PLAN 4 REFERENCE: Danielle Casey, President, Albuquerque Regional Econ. Alliance (former EVP, GSEC) | 201 3rd NW, Ste. 1900, Albuquerque, NM 87102 | PH 505.705.3785 | [email protected] CITY OF SAN LUIS OBISPO, CA | ECONOMIC DEV. STRATEGIC PLAN UPDATE Contending with local challenges, systemic barriers, and macro-level concerns and trends, the City of San Luis Obispo engaged TIP in 2022 to update its economic development plan. The process included an interactive data visualization; interviews, focus groups, and a survey that garnered nearly 1,000 responses; an assessment of the City’s current efforts; prioritization of catalyst projects; and a review of best practices. Five principles emerged: 1) maintaining a dynamic economic and business environment, 2) expanding economic opportunities for all, 3) ensuring economic vitality through climate- and system-focused growth, 4) enhancing collaboration, and 5) expanding partnerships. TIP also provided an implementation matrix and a memorandum of potential actions for the City’s DEI office.
REFERENCE: Lee Johnson, Economic Dev. Manager, City of San Luis Obispo | 990 Palm Street, San Luis Obispo, CA 93401 | PH 805.781.7100 (main) | [email protected] REACH (CALIFORNIA CENTRAL COAST) | RESILIENCE ROADMAP
REACH (San Luis Obispo and Santa Barbara counties) hired TIP to faciliate a five-year comprehensive economic development strategy (CEDS) planning process with guidance from a Strategy Committee and community input. The CEDS aimed to bolster the region's capacity, investments, and economic resilience by focusing on three goals. First, the people goal emphasized preparing talent for local job opportunities through career pathways. The innovation goal centered on cross-sector partnerships to stimulate economic growth in target sectors. Lastly, the place goal called for the creation of a regional housing and infrastructure coalition to address housing barriers for the workforce. TIP also provided an evaluation framework and a matrix to monitor implementation progress.
REFERENCE: Julie Sinton Pruniski, VP of Strategic Initiatives, REACH | PO Box 13201, San Luis Obispo, CA 93406 | PH 805.779.1060 | [email protected] ITEM 3.1.
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CITY OF RANCHO CORDOVA | ECONOMIC DEV. STRATEGIC PLAN AND IMPLEMENTATION PLAN 5
WORK PLAN
We have an established approach to strategic planning. In our years of leading projects across the US, our three-phase Theory Into Practice (TIP) planning model—Discovery, Opportunity, Implementation— has proven flexible enough to address the variety of challenges our clients face and aligns well with the requested scope of work. Staff named on page 13 will contribute to each phase detailed in this section.
1. DISCOVERY
We begin by reviewing available materials, visiting with knowledgeable sources, and conducting a targeted analysis of relevant trends to create a common foundation for the planning process.
1.1 PROJECT LAUNCH. At the outset of the engagement, we focus on establishing clear expectations and effective communication, which is the cornerstone of a successful project. ▸ Kickoff meeting. The meeting provides the opportunity to discuss objectives, define success, identify stakeholders and partners, formalize the outreach strategy, and review expectations. ▸ Council work session. We will facilitate a Council work session to define the scope of project, recommendations, and intended outcomes.
▸ Team meetings. TIP will collaborate and coordinate with appropriate staff and leadership during the engagement. The timing of meetings and reporting updates (including the final report detailed on page 11 of the RFP) will be decided upon during the launch. ▸ Steering committee. If an oversight group is not already in place, we can assist with forming a steering committee that is representat ive of current economic development efforts.
Members are responsible for attending meetings, providing input, and reviewing deliverables.
1.2 ORGANIZATIONAL ANALYSIS. We will work with the client to ensure that we have a foundational understanding of the network, policies, priorities, and benchmarks that will influence the planning process. Findings will be expanded upon in later tasks and help inform recommendations. ▸ Policies. Examining current federal, statewide, and regional economic development ITEM 3.1.
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CITY OF RANCHO CORDOVA | ECONOMIC DEV. STRATEGIC PLAN AND IMPLEMENTATION PLAN 6 strategies, initiatives, and programs (e.g., Sacramento Region Community Economic Resilience Fund, Greater Sacramento Region Prosperity Strategy, Greater Sacramento Economic Council) will ensure we build on existing knowledge.
Relationships. A scan of the partner network will help define existing relationships within the regional market and identify potential partnerships.
▸ Priorities. Discussions with the appropriate staff will ensure our team has a full picture of the City’s economic development initiatives and core functions. This will likely include interviews with Economic Development and other key City departments. ▸ Benchmarks. To ascertain Rancho Cordova’s competitive position, we will benchmark the City against an agreed upon number of local, national, and international programs that serve similar communities. We will compile available organizational and programmatic information.
1.3 CITYWIDE BASELINE ANALYSIS. Our analysts will prepare a targeted assessment of factors (e.g., demographic, socioeconomic, labor and workforce, educational and employment development) that define the City’s competitiveness. The analysis will be tailored to meet project objectives and take advantage of available data resources. This task will consider the City’s current economic position and identify broader economic trends that may impact its economic future. Focus will be placed on the understanding of differential performance across the Rancho Cordova’s underserved communities. Where possible, we will look at data disaggregated by ethnicity and race.
1.4 STAKEHOLDER ENGAGEMENT. We design a custom input process that engages the diverse voices, provides meaningful information, raises awareness of economic issues, and builds support for the outcome of the planning process. We encourage inclusive participation by holding a combination of in-person and virtual events and employing tools like Mentimeter, Zoho, and Zoom. ▸ Roundtables & interviews. While the final list of stakeholders will be determined in coordination with the City, we anticipate 8 to 10 roundtables that include nonprofits, government agencies, ITEM 3.1.
ATTACHMENT 5
CITY OF RANCHO CORDOVA | ECONOMIC DEV. STRATEGIC PLAN AND IMPLEMENTATION PLAN 7 business leaders, major real estate brokers, developers, educational institutions, and utility providers. The goal will be to have productive discussions that generate information about trends, barriers, opportunities, and assets. Where appropriate, sessions will be supplemented by interviews to solicit feedback on issues that may not surface in a collective setting. ▸ Public townhalls. TIP will facilitate three townhalls to engage a larger group of stakeholders.
These sessions will provide additional insight into issues effecting communities. Townhalls can be conducted in English and Spanish, as agreed upon during the project launch. ▸ Interactive tools. To expand participation, we can facilitate the use of social media, online surveys, and other interactive tools that will help gather anecdotal information about assets and challenges and increase buy-in among the broader community. ▸ Public workshop. TIP will analyze findings from engagement actions, outlining concerns, opportunities, and future needs. Our consultants will then conduct a public workshop with the City Council to present and discuss findings from the analysis. The work session will provide the Council and the community a chance to engage and offer feedback.
TIP will prepare materials and facilitate discussion. Logistics (e.g., arranging locations, advertising sessions, and providing translation services) would be addressed in partnership with the client.
1.5 COMPETITIVE POSITION. We will use qualitative and quantitative findings to summarize the City’s national and regional competitive position. In addition to strengths, weaknesses, opportunities, and threats that emerge, our analysis will highlight factors that differentiate the area from the competition, particularly in the context of future trends. The results will suggest opportunities, highlight trends impacting underserved communities, and help drive subsequent tasks.
2. OPPORTUNITY
Building on our Discovery phase findings and a review of best practices, we identify which opportunities are likely to have the greatest potential for success.
2.1 STRATEGIC DIRECTION. Working closely with the client, we will ensure the City’s vision and mission ITEM 3.1.
ATTACHMENT 5
CITY OF RANCHO CORDOVA | ECONOMIC DEV. STRATEGIC PLAN AND IMPLEMENTATION PLAN 8 statements align with the strategic direction that emerges from Discovery. In addition, we will help craft guiding principles that embody the goals and objectives of the planning process. This step will provide a framework that points to recommended actions and establishes priorities.
2.2 TARGET INDUSTRY ANALYSIS. TIP’s analysts will provide a current industry snapshot that will help the City prioritize key sectors for growth and expansion. ▸ Occupational structure. We will use employment data by occupation to analyze the regional workforce, review growth trends, and identify regional strengths. A review of current job postings in the region will be used to identify the positions existing employers are currently trying to fill and to capture data on the skills and certifications required. ▸ Posting analytics. For each target, we then analyze US job postings from the most recent 12- month period. This approach differs from an industry-occupation staffing matrix, which can be dated and unclear as to where hiring demands are tightest. Carefully selected samples of recent job postings allow us to identify a target's most sought-after occupations and specialized skills in (near) real-time. We then analyze the region's workforce readiness for targeted investments and pose strategic questions about the alignment of the talent pipeline with employer needs. ▸ Industry alignment. We will explore the alignment of identified occupational strengths with the needs of target industries and major employers in the region. Using an equity lens, TIP's analysis also documents patterns of occupational participation by race, ethnicity, gender, and age. Living wage thresholds are considered for a mix of family household situations. This approach equips communities with the information they need to plan for an inclusive, target-ready workforce.
2.3 COMMERCIAL PROPERTY ANALYSIS. The analysis will cover supply and demand trends to identify market opportunities for the City’s real estate product. We will review key real estate market indicators, including rents, vacancies, and construction deliveries, as well as the underlying drivers of demand in the key property types. Our analysts will examine the extent to which available sites ITEM 3.1.
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CITY OF RANCHO CORDOVA | ECONOMIC DEV. STRATEGIC PLAN AND IMPLEMENTATION PLAN 9 and redevelopment opportunities align with target industries, workforce capacity, business trends, utilities, and equitable economic development for underserved and underinvested communities.
This task will help identify development opportunities and inform strategies to establish the City as a leading destination for relocations and expansions for identified key sectors.
2.4 BUSINESS ATTRACTION, RETENTION, AND EXPANSION. Based on the target sector and development opportunities identified in Tasks 2.2 and 2.3, consultants will examine the City’s current marketing, branding, and incentives/related policies to inform business attraction, retention, and expansion recommendations.
▸ Incentives. Building on our work in Task 1.2, we will conduct a review of the City’s current recruitment and retention efforts, particularly incentives and related policies. This work will suggest how to better align future business development with market opportunities. ▸ Marketing. How an area is perceived—by the public, visitors, the media, corporations, and site selectors—is crucial to its economic health. Our team will seek to answer: What image is Rancho Cordova projecting? We will consider the approach used by the City and other local partners, as well as marketing and branding campaigns that are recruitment-and retention-driven. This will suggest opportunities for marketing practices/tools, branding, and programs that are aligned with business attraction, retention, and expansion efforts in identified key sectors.
2.5 OPPORTUNITY WORKSHOP. This is a facilitated discussion of potential strategies and opportunities for consideration in the Implementation phase. By building consensus on economic development priorities for Rancho Cordova, the result will be a set of prioritized strategies and focus areas, along with a collaborative framework for aligning available resources to accomplish them.
3. IMPLEMENTATION
We provide a transparent, actionable plan for achieving the identified goals and objectives.
3.1 INTERACTIVE DATA DELIVERABLE. As a companion to the strategic plan, we will provide all ITEM 3.1.
ATTACHMENT 5
CITY OF RANCHO CORDOVA | ECONOMIC DEV. STRATEGIC PLAN AND IMPLEMENTATION PLAN 10 quantitative data findings (Tasks 1.3, 2.2, 2.3) in an interactive format. Many of our clients make their Tableau data visualizations available online to the public.
3.2 STRATEGIC PLAN. Using findings from prior phases, coupled with the experience of the consulting team, TIP will prepare a three-year strategic plan that furthers sustainable and inclusive economic growth. In addition to outlining specific goals and strategies, the plan will highlight key findings from our quantitative analyses and stakeholder input. Together with the implementation plan (see Task 3. 3), the resulti ng document will provide specific recommendations and tools needed to implement a long- term economic strategy. We anticipate the plan would address a number of topics, including the following. ▸ Pinpointing the City’s market position, as well as primary opportunities/challenges. ▸ Positioning the City with identified key sectors.
▸ Prioritizing development projects aligned with growth areas and equity goals. ▸ Aligning incentives with economic development goals and objectives. ▸ Improving marketing practices and tools, brand development, and programs. ▸ Proposing innovative initiatives to attract new businesses and investments to the City.
3.3 IMPLEMENTATION PLAN. TIP will prepare a matrix that identifies responsible parties and potential partnership opportunities, establishes timelines and levels of effort, sets priorities, includes budget estimates (where applicable), identifies potential funding sources, and defines meaningful and realistic performance metrics over the next three years of implementation.
3.4 PRESENTATION. TIP will prepare a PowerPoint presentation and present the proposed strategic and implementation plans for Council Members' consideration and approval at a public meeting.
3.5 IMPLEMENTATION WORKSHOP. To build momentum, we will also facilitate an Implementation workshop focused on near-term tasks (60 to 90 days) in conjunction with the final presentation.
This step capitalizes on the energy that is present at rollout and helps to jump start the process.
ITEM 3.1.
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CITY OF RANCHO CORDOVA | ECONOMIC DEV. STRATEGIC PLAN AND IMPLEMENTATION PLAN 11
DELIVERABLES
To execute the preceding scope, TIP will provide the following deliverables in the formats indicated in parentheses. All deliverables will be in an electronic format in TIP's color scheme and fonts. Requests for custom branding must be agreed upon in advance and may be subject to an additional fee.
Facilitation of project meetings, such as team meetings, steering committee meetings, and workshops, including electronic versions of any presentations (PowerPoint) or other materials.
Facilitation of input sessions, such as roundtables, interviews, public forums, and stakeholder workshops, including electronic versions of any presentations (PowerPoint) or other materials.
Interactive data visualizations (Tableau Public) of the analyses outlined in the scope of work.
Narrative deliverable (PDF of Word document) highlighting findings and recommendations, including selected graphics as applicable.
Implementation plan (Excel) with goals, strategies, and actions for use assigning roles/ timeframes.
CLIENT ROLE
To execute the scope, our team will work closely with the City and seek assistance in several areas.
Designating a point person responsible for assisting with scheduling project meetings, helping with stakeholder input (logistics, advertising, translation services), and coordinating deliverables review.
Providing economic development plans, budget and staffing for economic development, major employer list, recent surveys, a list of partners/initiatives, and information on special districts and recent prospects.
Identifying key stakeholders and helping to bring them to the table.
Providing information on current economic conditions, as well as historical and future trends.
Providing input and feedback on deliverables throughout the process.
ITEM 3.1.
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CITY OF RANCHO CORDOVA | ECONOMIC DEV. STRATEGIC PLAN AND IMPLEMENTATION PLAN 12
SCHEDULE
The TIP team is available to begin work immediately upon agreement of terms. The timeline assumes a December 2023 start date and estimates eight months for project completion. It is intended to provide an overview of the process and can be adjusted to meet project objectives.
TASK
2023/2024
DEC JAN FEB MAR APR MAY JUN JUL
DISCOVERY
1.1 Project launch ❶
1.2 Organizational analysis
1.3 City baseline analysis
1.4 Stakeholder engagement
1.5 Competitive position ❷
OPPORTUNITY
2.1 Strategic direction
2.2 Target industry analysis ❸
2.3 Commercial property analysis
2.4 BRE and attraction
2.5 Opportunity workshop ❹
IMPLEMENTATION
3.1 Interactive data deliverable
3.2 Strategic plan ❺
3.3 Implementation plan
3.4 Presentation
3.5 Implementation workshop
ONGOING MEETINGS
Steering committee meetings
Staff team meetings
SELECTED MILESTONES
❶ Kickoff meeting
❷ Competitive position
❸ Target industry analysis
❹ Opportunity workshop
❺ Draft strategic plan
NOTE: TIP has a production process that should be factored into timelines for the development of deliverables. This process includes professional proofreading and design. The time required for production may vary based on the type of deliverable, planned uses/audiences, and amount of content.
ITEM 3.1.
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CITY OF RANCHO CORDOVA | ECONOMIC DEV. STRATEGIC PLAN AND IMPLEMENTATION PLAN 13
PROJECT TEAM
At TIP, the work of our consulting team is
conducted under the direct supervision of a
senior member of the firm. The principal-in-
charge is actively involved in every phase. TIP
senior partner JEFF MARCELL will act as
principal-in-charge and primary point of
contact for this work. In this capacity, he will participate in the scoping of the project and provide technical and strategic input throughout.
The principal-in-charge receives input from other senior members of our staff who serve as strategic advisors to the work. TRACYE MCDANIEL, TIP president, will contribute expertise on topics including marketing, branding, business attraction/retention/expansion, and equity.
In addition, a lead consultant is assigned to manage each engagement and is responsible for day-to- day client communication, directing project research, and report writing. Senior consultant JENNIFER TODD-GOYNES will serve as lead consultant for this work and will be assisted in these duties by consultant VICTORIA WILSON. As shown in the diagram above, the project leads are assisted by analysts ( BRENT MCELREATH, EVAN JOHNSTON, AJAY KASTURIRANGAN, and REECE NEATHERY) and production professionals (KAREN BEARD and MEREDITH EBERLE), who have extensive experience preparing thought-provoking analyses and engaging deliverables.
Our process also includes regular brainstorming sessions. Project managers present their findings for peer review, ensuring clients benefit from the full expertise of our team.
As required, resumes for key project team members are provided as an appendix. Additional resumes are available upon request.
CLIENT-FACING TEAM
PRINCIPAL-IN-CHARGE NAMED CONSULTANTS
STRATEGIC ADVISORS & ADDITIONAL
EXPERTISE
ADDITIONAL
PRINCIPALS
ADDITIONAL
CONSULTANTS
ANALYSTS PRODUCTION
ITEM 3.1.
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CITY OF RANCHO CORDOVA | ECONOMIC DEV. STRATEGIC PLAN AND IMPLEMENTATION PLAN 14
COST PROPOSAL
The fee for this work is $140,000, plus expenses, with total costs not to exceed $150,000.
FEES
Our contracts are typically structured as a flat fee, payable in monthly installments based on the length of the engagement. This breakdown is an estimate that reflects anticipated level of effort. Adjustments may be made between phases to reflect changing priorities and assignments during the engagement. ▸ Discovery .................................................................................................. $50,375 ▸ Opportunity ............................................................................................... $45,500 ▸ Implementation ........................................................................................ $44,125 ▸ Total........................................................................................... $140,000 Although we typically bill a flat fee, we have provided hourly rates as requested. ▸ Principal ......................................................................................................... $275 ▸ SVP/VP/Senior.............................................................................................. $200 ▸ Professional .................................................................................................. $150 ▸ Associate ....................................................................................................... $125
EXPENSES
Expenses are subject to approval and are billed at cost. We anticipate a combination of virtual and in- person meetings. The not-to-exceed amount above assumes three to four in-person trips. The per unit cost shown below are estimates only. Actual trips may include a mix of travel modes and varying levels of staffing, travel days, etc. The timing and number of trips would be discussed as part of the development of a project work plan.
ESTIMATED TRAVEL EXPENSES PER TRIP PER UNIT COST TOTAL
Airfare (roundtrip fare for 2 staff members) $500 $1,000 Parking $20 $120
Car rental/ground transportation $100 $300
Meals & incidentals $50 $300
Lodging (2 nights) $195 $780
Total Estimated Expenses Per Trip $2,500
ITEM 3.1.
ATTACHMENT 5
CITY OF RANCHO CORDOVA | ECONOMIC DEV. STRATEGIC PLAN AND IMPLEMENTATION PLAN 15 APPENDIX: KEY PERSONNEL RESUMES
JEFF MARCELL
Senior Partner
[email protected]
ABOUT
As a principal, Jeff Marcell leads national consulting engagements and contributes to the strategic planning of the business.
EXPERIENCE
Before joining TIP, Jeff served as the president and CEO of the Economic Development Council of Seattle and King County (EDC).
He was responsible for the organization’s mission of business and job creation, retention, expansion, and recruitment in King County.
Jeff joined the EDC in 2004, and during his tenure, rebuilt the organization’s client-based economic development program.
Prior to joining the EDC, J eff was an economic development consultant with Angelou Economics, and a marketing executive in the Economic Development Division of the Greater Houston Partnership. He was responsible for retaining and recruiting corporate expansions and relocations by marketing and promoting the Houston region nationally and internationally. During his term with the Partnership, the organization brought in over 25,000 jobs to the Houston region with $3.4 billion in annual economic impact to the community.
In 2007, Jeff was named one of the Puget Sound Business Journal’s 40 Under 40. In 2013, he received the MacArthur Award for Leadership from the Washington State Department of
Commerce. He has been recognized by the IEDC for his efforts in Technology-Led Economic Development and Clean Technology and was the recipient of an Outstanding Board Service Award from the Seattle-King County Workforce Development Council, 2012.
SIGNIFICANT PROJECTS
▸ Supervised the recruitment, retention, and expansion of 65 companies representing nearly 7,000 primary jobs in the Seattle region.
▸ Drafted program and operation plans for the Delaware Prosperity Partnership, the Washington Military Alliance, and Newport County, RI.
▸ Conducted strategies for regions in California’s Central Coast (Santa Barbara and San Luis Obispo Counties), East Central Michigan, North Iowa, Northwest Indiana.
▸ Led strategies for counties including Lewis, Kittitas, and Klickitat in Washington; Oakland County in Michigan; and Charleston County in South Carolina.
▸ Led National League of Cities cohort work for inner-ring cities in Kansas City, MO-KS; Phoenix, AZ; and Dayton, OH, MSAs. ▸ Conducted strategic planning for San Luis Obispo, CA; Miami- Dade County, FL; Minneapolis-St. Paul, MN; Detroit, MI; Auburn and Shelton, WA; City of Corning, NY; Missouri City, TX.
EDUCATION
▸ Juris Doctorate, South Texas College of Law
▸ Bachelor of Arts, Political Science, University
of Illinois at Chicago
EXPERTISE
▸ Policy development
▸ Competitive analysis and positioning
▸ Organization fundraising
▸ Change management
▸ Process reengineering
AFFILIATIONS
▸ Past Chair, Washington Economic
Development Association
▸ Board and Executive Committee Member
(former), Puget Sound Economic
Development District Board
▸ Founding Board Member, Aerospace Futures
Alliance
▸ Board Member (former), Washington
Aerospace Partnership
▸ Board and Executive Committee Member
(former) Seattle-King County Workforce
Development Council
▸ Board Member (former), Seattle Metropolitan
Chamber of Commerce
▸ Member (former), Multi-cultural & Small
Business Task Force, Seattle Metro Chamber
ITEM 3.1.
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CITY OF RANCHO CORDOVA | ECONOMIC DEV. STRATEGIC PLAN AND IMPLEMENTATION PLAN 16
TRACYE MCDANIEL
President
[email protected]
ABOUT
Tracye McDaniel is a recognized trailblazer who has led successful public and private economic development organizations at the state and regional level under five governors in two states. She has been a trusted advisor to CEOs, nonprofits, public organizations, and private enterprises for more than three decades. Tracye has earned a reputation of creating mutually beneficial strategic partnerships among leaders across a broad spectrum of
industries.
EXPERIENCE
Prior to joining TIP Strategies, Tracye founded McDaniel Strategy Ecosystems and served as president/CEO for two separate state- level marketing and lead-generation organizations: first in New Jersey (where she was appointed by then newly elected New Jersey governor, Chris Christie, and business leaders to serve as the founding CEO of Choose New Jersey) and later in Texas (where she headed up the Texas Economic Development Corp.). Her expertise in international business development and marketing spans more than 50 countries.
Tracye also served as executive vice president and COO of the Greater Houston Partnership, Houston’s most influential business organization. During her tenure she refined and implemented the organization’s 10-year strategic plan and teamed with business leaders to raise more than $32 million and to devise and execute Opportunity Houston, the organization’s successful economic development global marketing and lead generation initiative.
Tracye is known for building accomplished teams that get results.
She is a sought -after speaker, presenting to national and international audiences, and has published and appeared in global publications and news outlets. Tracye lives in Austin, Texas.
SIGNIFICANT PROJECTS
▸ Organizational and entity development: Greater Sacramento Economic Council (CA); Department of Economic Equity and Opportunity, Harris County, TX; City of Dallas Economic Development Corporation (TX).
▸ Economic development fundraising: Opportunity Houston (TX), Choose New Jersey.
▸ Public-private partnerships state/regional level: Choose New Jersey, TexasOne (Texas Economic Development
Corporation), and Greater Houston Partnership (TX).
▸ Economic development marketing: Texas Wide Open for
Business, Office of the Governor Economic Development and Tourism.
▸ Tourism development/marketing: Texas: It’s Like A Whole Other Country, Texas Department of Economic Development & Tourism.
EDUCATION
▸ Bachelor of Science in Communications,
University of Texas at Austin
EXPERTISE
▸ International and domestic market
development
▸ Business recruitment, expansion, retention
▸ Economic development marketing
▸ Tourism development and marketing
▸ Fundraising strategies
▸ Workforce strategies
▸ Regional economic development
▸ State and regional public-private partnerships
AFFILIATIONS
▸ Immediate Past Chair, International Economic
Development Council
▸ Member, Texas Economic Development
Council
▸ Fellow, Ford Foundation Regional Sustainable
Development
▸ Board of Directors, NAIOP —New Jersey
Chapter
▸ Appointed, Council on Innovation
▸ Appointed, New Jersey Military Installation
Growth and Development Task Force
▸ Board member (former), Texas Economic
Development Corporation
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CITY OF RANCHO CORDOVA | ECONOMIC DEV. STRATEGIC PLAN AND IMPLEMENTATION PLAN 17
JENNIFER TODD-GOYNES
Senior Consultant
[email protected]
ABOUT
Jennifer Todd-Goynes brings more than 15 years of experience contributing to transformational projects focused on how the nexus of people, places, and economy can create more resilient, sustainable communities. As a TIP consultant, Jenn manages projects that utilize her planning and recovery experience, as well as her knack for taking on big challenges that require visioning, strategic planning, and relationship building to achieve creative solutions and actionable strategies.
EXPERIENCE
Prior to joining TIP, she worked for the City of Austin as a Principal Planner leading a citywide land development code rewrite as well as the development small area plans; she also contributed to the development of a new departmental strategy.
Other experience with the public sector includes leading community engagement and urban planning efforts with the District of Columbia Government. With the International Economic
Development Council, she designed regional economic
development strategies with a focus on disaster recovery and organizational management, and identified s trategies for sustainable industry development.
SIGNIFICANT PROJECTS
▸ Establishing new economic development organizations:
Dallas, TX; Harris County, TX.
▸ Organizational strategy: Columbus Partnership (OH); Greater Sacramento Economic Council (CA); International Economic Development Council; Kerr Economic Development
Corporation (TX).
▸ Local and regional economic development strategies:
Chicago Metropolitan Agency for Planning (IL); First Suburbs Council of Dayton (OH); Fort Worth, TX; Mid-America Regional Council ( MO); Midland, TX; Phoenix East Valley Cities ( AZ); Waco, TX; National League of Cities cohorts (inner-ring cities in Kansas City, MO-KS; Phoenix, AZ; and Dayton, OH; MSAs). ▸ Disaster recovery and resiliency strategies: Fort Collins, CO; Larimer and Weld Counties, CO; State of Idaho; Lake Charles, LA; New Orleans, LA.
EDUCATION
▸ Master of Science, Community and Regional
Planning, University of Texas at Austin
▸ Bachelor of Arts, History, University of
Georgia
▸ Bachelor of Business Administration,
Management, University of Georgia
EXPERTISE
▸ Disaster recovery and resiliency
▸ Local and regional economic development
▸ Planning and land use
▸ Project management
▸ Organizational strategy
▸ Stakeholder engagement
▸ Strategic planning and implementation
AFFILIATIONS
▸ Congress for the New Urbanism Accredited
ITEM 3.1.
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CITY OF RANCHO CORDOVA | ECONOMIC DEV. STRATEGIC PLAN AND IMPLEMENTATION PLAN 18
VICTORIA WILSON
Consultant
[email protected]
ABOUT
Victoria Wilson has experience leveraging qualitative and quantitative datasets to develop original insights. She has worked with government agencies, legislators, and industry leaders to deliver collaborative policy solutions to complex problems.
EXPERIENCE
Prior to joining TIP Strategies, Victoria was a policy manager in the affordable housing space. In this role, she worked with industry leaders and legislators to develop policy positions and strategy.
She has also worked as a transportation researcher focused on freight and trade policy, as well as transportation planning, in Texas. Her experience includes policy and data analysis, writing research reports, and engaging with local, state, and federal stakeholders to promote collaboration in planning efforts.
Victoria received a Master of Public Affairs from the University of Texas’ Lyndon B. Johnson School of Public Affairs and a Bachelor of Arts in Philosophy and German from Colgate University.
SIGNIFICANT PROJECTS
▸ Regional and local economic development plans for McAllen (TX), Kittitas County (WA), and the Texas Association of Business.
▸ Contributed to development, tracking, and visualization of public-facing performance metrics for the Texas Department of Transportation.
▸ Co-authored research on last-mile logistics and delivery driver job satisfaction.
▸ Conducted research about the impacts of d emographic
changes on transportation corridors and local economies in Texas.
▸ Evaluated community impacts of cross-border trade.
▸ Led research about the impacts of technology on the supply chain industry.
▸ Co-led Low Income Housing Tax Credit education campaign during the 87th Texas Legislative Session.
EDUCATION
▸ Master of Public Affairs, University of Texas at
Austin
▸ Bachelor of Arts, Philosophy and German,
Colgate University
EXPERTISE
▸ Local & regional economic development
▸ Project management
▸ Freight and trade planning
▸ Binational logistics hubs and corridors
▸ Affordable housing policy
▸ Data analysis
▸ Policy analysis
▸ Written deliverables
ITEM 3.1.
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CITY OF RANCHO CORDOVA | ECONOMIC DEV. STRATEGIC PLAN AND IMPLEMENTATION PLAN 19
TOM STELLMAN
CEO/Founder
[email protected]
ABOUT
Tom Stellman is founder of the consultancy and leads high-impact project engagements throughout the country. As developer of TIP’s model of Talent, Innovation, and Place, he helps clients identify their core value and build consensus around strategies to promote economic health. He is the lead author of TIP’s Automotive Profile, the Invest in Texas Business Guide, and the Texas Manufacturing Skills Gap.
EXPERIENCE
Over the last decade, Tom has led defense-related engagements, including the preparation of a statewide defense diversification strategy for MassDevelopment; an economic growth strategy for the bi-state region surrounding Fort Campbell; and an economic diversification plan for Eastern Kern County, CA. He has also expanded the firm’s workforce practice, including talent-driven analyses and strategies for regional organizations in Tampa Bay, Houston, Milwaukee, El Paso, and South Carolina.
In addition to leading consulting engagements, Tom developed and launched the Invest in Texas Alliance, a marketing initiative sponsored by 26 economic development agencies and electric utilities. His team targeted both domestic and international growth companies through a unique mix of direct marketing and networking, resulting in over $3 billion in investment leads and the location of 15 companies.
Prior to establishing TIP, Tom was director of the Office of International Business for the Texas Department of Commerce, where his team was charged with promoting the state's exports, marketing the state to foreign investors, and facilitating communication between foreign investors and economic
development organizations statewide. He also served as staff to the Texas Mexico Authority and as border development coordinator for the state. A Texas native, Tom lives in Austin with his wife and their four children.
SIGNIFICANT PROJECTS
▸ Statewide planning: Texas Workforce Commission, Economic Development Districts of Idaho, Idaho Department of Commerce, Oregon Talent Council.
▸ Economically driven strategies for workforce boards: Western Kentucky Workforce Investment Board; Workforce Solutions of Central Texas, Rural Capital Area, North Central Texas, and Lower Rio Grande Valley (TX); Clarksville-Montgomery County, TN. ▸ Regional planning and targeting analysis: Tampa-Hillsborough, FL; Bismarck-Mandan and Greater Fargo Moorhead, ND; WIRED 26-county region (Louisville, KY/IN area).
▸ Defense-related work: State of Massachusetts; Fort Campbell (KY); Kern County, CA; Fort Hood (TX); Sheppard AFB (TX); Anniston Army Depot (AL); Eglin AFB (FL).
▸ Rural entrepreneurship assessments: Northeast Texas and Southwest Arkansas.
▸ Marketing initiative: Invest in Texas Alliance.
EDUCATION
▸ Bachelor of Arts, Government, University of
Texas at Austin
EXPERTISE
▸ International and domestic recruitment
▸ Talent management and workforce
development
▸ Regional economic strategies
▸ Automotive supplier strategies
▸ Defense-dependent communities
AFFILIATIONS
▸ Board of Directors (former), Texas Economic
Development Council
▸ Advisory Board Member (former), Community
Development Institute
▸ Board Member (former), Camino Real Export
Council
▸ Board Member (former), Center for International
Business and Economic Research at the
University of Texas at Austin
▸ Instructor, Texas Basic Economic Development
Course
ITEM 3.1.
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CITY OF RANCHO CORDOVA | ECONOMIC DEV. STRATEGIC PLAN AND IMPLEMENTATION PLAN 20
JON ROBERTS
Managing Partner
[email protected]
ABOUT
Jon Roberts has been a principal and managing partner at TIP Strategies since 2000. He helped transition the company from its Texas-based site selection practice to an economic
strategy firm with major national recognition. His portfolio includes planning work from New York to California, with significant regional projects in the Mississippi Delta, Seattle’s Puget Sound, and in the Great Lakes area.
EXPERIENCE
Prior to joining TIP, Jon was the director of business
development first for the State of Washington and then under Governor Ann Richards for the State of Texas. During the transition to Governor Bush’s tenure, he helped restructure the state’s economic development organization and then co-
authored the new strategic plan for the State of Texas. Jon also has deep ties to the state of Oregon. He was vice- president with the Oregon Technology Fund and was the lead investor for the Hood River Brewing Company (Full Sail), which continues to hold a prominent place in the craft brewing industry. He also managed two start-up technology
companies: Fiberlite Composites and LifePort Inc. LifePort was subsequently acquired by Sikorsky.
Jon has served on the boards of several startup technology companies and on state task forces and gubernatorial
committees. He has lectured in business at the University of Washington, the University of Texas, and was on the faculty at Marylhurst College in Portland, Oregon. Jon was also the founder of a mountain bike company in Portland: the Fat Tire Farm, which now operates multiple retail outlets.
Born and raised in Germany, Jon has traveled extensively throughout Europe and Asia. He resides in Austin but spends his summer in Bend, Oregon.
SIGNIFICANT PROJECTS
▸ State and regional economic development planning: State of Mississippi; Puget Sound Regional Council (WA); Delta
Regional Authority; Gulf Coast Community Foundation (MS). ▸ Countywide economic development planning: Jackson
County, MS; Chester County, PA; Forsyth County, GA;
Jefferson Parish, LA; Montgomery County, MD; Green Bay, WI. ▸ Citywide economic development planning: Fort Collins, CO; Clearwater, FL; Redmond, WA; McKinney, TX.
▸ Comprehensive economic development strategies: Assoc. of Central Oklahoma Governments; Richmond, VA.
▸ Envision Central Texas project for Austin Metro area. ▸ State of Texas Strategic Economic Development Plan.
▸ Recruitment of Matsushita Semiconductor (NSC) to
Washington.
EDUCATION
▸ Post graduate research, University of
Oregon
▸ Master of Arts, Political Philosophy,
University of Hawaii
▸ Bachelor of Arts, University of Hawaii
EXPERTISE
▸ International and domestic recruitment
▸ Regional economic strategies
▸ Venture capital and high-growth
entrepreneurship
▸ Economic development marketing
AFFILIATIONS
▸ Fellow of the Washington World Affairs
Council (Seattle)
▸ Economic Development Certification,
National Development Council
▸ Member, Texas Economic Development
Council
▸ Member, International Economic
Development Council
▸ Board of Trustees (former), KMFA radio
(Austin, Texas)
ITEM 3.1.
ATTACHMENT 5
CITY OF RANCHO CORDOVA | ECONOMIC DEV. STRATEGIC PLAN AND IMPLEMENTATION PLAN 21
BRENT MCELREATH, AICP
SVP, Research & Development
[email protected]
ABOUT
Brent McElreath has more than 25 years of experience in comparative urban economic analysis. He has managed research teams in both the public and private sectors and has extensive work experience in real estate and infrastructure markets, with a focus on their cyclical and structural drivers. During his career he has spearheaded innovations in scenario modeling, fiscal impact analysis, and data collection and reporting sys tems. Brent has authored, co-authored, and edited numerous white papers, articles, and serial reports on global property and infrastructure markets during his career.
EXPERIENCE
As a vice president at MSCI, Brent designed and implemented performance monito ring systems for metropolitan property markets. He also developed and authored publications explaining differences in investment risks across property types, metropolitan areas, and national markets. His graphical analysis became a fixture of MSCI’s annual property market review presentations in North America, Europe, and the Asia Pacific region.
While at PPR (now CoStar), Brent supervised the publication of 250+ quarterly property market forecasts. He also oversaw the modernization of PPR’s data collection systems and led the firm’s initial groundwork in global risk analysis.
Brent’s career began in economic development in Texas in the 1990s. He brings this background to his current role at TIP, combined with extensive experience in the dynamics of real estate, infrastructure, and capital markets. Brent is a member of the American Planning Association and an AICP-certified planner.
SIGNIFICANT PROJECTS
▸ Strategic planning: Chicago Metropolitan Agency for Planning (2022); Indianapolis Metropolitan Planning Org anization (2022); Virginia Beach, VA (2021); Tampa Bay Economic Dev. (2019); Fort Worth, TX (2017).
▸ Prioritization models: global port investment, for Deutsche Bank (2009); global agricultural markets, for Southern United States Trade Association, (2007); global city office markets, for Mitsui Fudosan (2004).
▸ Property sector dynamics: European industrial property, for IPD (2013); Asian retail property, for Prudential (2013), US residential property, for Michigan Office of Retirement Services (2001).
▸ Selected publications: Global Property Performance (2016); The Road to a Seamless Global Real Estate Portfolio (2016); Sectoral Aspects of Global Infrastructure Investment (2015); Global Infrastructure Investment: An Overview of the
Institutional Landscape (2014); “Global Real Estate Risk Index,” RE/PS 6.6 (2002).
EDUCATION
▸ Master of Science, Community & Regional
Planning, University of Texas at Austin
▸ Bachelor of Business Administration, Finance,
University of Texas at Austin
EXPERTISE
▸ Regional and metropolitan economics
▸ Economic development strategy
▸ Real estate and property market fundamentals
▸ Infrastructure analysis
▸ Capital and financial analysis
AFFILIATIONS
▸ Member, American Institute of Certified
Planners
▸ Member, American Planning Association
▸ Past Member, Urban Land Institute
ITEM 3.1.
ATTACHMENT 5
CITY OF RANCHO CORDOVA | ECONOMIC DEV. STRATEGIC PLAN AND IMPLEMENTATION PLAN 22
EVAN JOHNSTON
Senior Analyst
[email protected]
ABOUT
Evan Johnston works with principals and consultants to collect, organize, and analyze data for clients. He helps the project team to find reputable, reliable data and to distill them into meaningful analyses used in reports and presentations. He specializes in data visualization, economic analysis, and labor market research with an emphasis on equitable workforce development and resiliency.
EXPERIENCE
Before joining TIP, Evan worked as a social science research associate at the IC2 Institute and the McCombs School of Business at the University of Texas at Austin on research projects examining labor market dynamics and entrepreneurship.
Evan holds a Bachelor of Arts in Economics and Psychology and a Bachelor of Science in Mathematics from the University of Texas at Austin. He also completed certificates in applied statistical modeling, computer science, and business during his undergrad.
SIGNIFICANT PROJECTS
▸ Developed TIP Strategies’ Occupational Risk Tool and
Occupational Accessibility Tool, two dynamic analytical tools that estimate aspects of workers’ risk during the COVID -19 pandemic as well as job quality and accessibility more broadly. ▸ Talent Migrati on: Analyzed federal data tracking worker separations and hires to create an interactive analytical tool describing worker migration trends across the US.
▸ Workforce housing: National League of Cities, pilot project on affordable housing on behalf of the Mid- America Regional Council (MARC) which serves the Kansas City area.
▸ Job Polarization in Austin: Co-author of Echeverri-Carroll, Oden, Gibson, & Johnston (2018) “Unintended consequences on
gender diversity of high -tech growth and labor market
polarization” in Research Policy.
▸ Austin’s Entrepreneurial Ecosystem: Contributed to a Kauffman Foundation-funded study of Austin’s entrepreneurial
ecosystem. Acknowledgement of contributions in Echeverri- Carroll and Feldman (2018) “Chasing entrepreneurial firms” in Industry and Innovation.
EDUCATION
▸ Bachelor of Arts, Economics and Psychology,
University of Texas at Austin
▸ Bachelor of Science, Mathematics, University
of Texas at Austin
EXPERTISE
▸ Regional labor market analysis
▸ Data manipulation and visualization
▸ Statistical analysis
▸ Quantitative and qualitative research
ITEM 3.1.
ATTACHMENT 5
CITY OF RANCHO CORDOVA | ECONOMIC DEV. STRATEGIC PLAN AND IMPLEMENTATION PLAN 23
AJAY KASTURIRANGAN
Analyst
[email protected]
ABOUT
Ajay Kasturirangan works with the firm’s R esearch and Development team. His responsibilities include using data-driven methods to develop tools and dashboards to track economic metrics both quantitatively and qualitatively for the client.
EXPERIENCE
Prior to joining TIP, Ajay worked as a course assistant for a Machine Learning for Cities course at New York University (NYU).
Prior to that he worked as a data analyst in the insurance industry, crafting enterprise-level dashboards and working extensively with sales, risk, and financial data.
Ajay holds a Master of Science from NYU’s Center for Urban Science + Progress, where he studied how to use data science and machine learning techniques to solve critical problems in cities.
SIGNIFICANT PROJECTS
▸ Presented a research study at the Applied Urban Science Conference 2023, analyzing the patterns of head and eye coordination in low vision individuals in New York City. ▸ Developed a machine learning model to predict gross domestic product of US counties based on night light emission image data using open-source tools.
▸ Created a report about how government agencies can use technology to improve the state of public toilets in New York City.
EDUCATION
▸ Master of Science, New York University Center
for Urban Science + Progress
▸ Bachelor of Technology, Manipal Institute of
Technology
EXPERTISE
▸ Data Science
▸ Machine Learning
▸ Big Data Management
▸ Urban Informatics
▸ Dashboarding
ITEM 3.1.
ATTACHMENT 5
CITY OF RANCHO CORDOVA | ECONOMIC DEV. STRATEGIC PLAN AND IMPLEMENTATION PLAN 24
REECE NEATHERY
Associate Analyst
[email protected]
ABOUT
Reece Neathery works on TIP’s Research and Development team, gathering and analyzing data to provide clear communication between consultants and project stakeholders. He specializes in GIS mapping and analysis, using maps to effectively convey the story being told by a dataset.
EXPERIENCE
Prior to joining TIP, Reece worked as a research assistant at the Texas Real Estate Research Center at Texas A&M University, using GIS software to provide mapping and data visualization of various land use and property characteristics, later automating some of these processes for replication.
Additionally, Reece has worked on several long -term planning projects for various rural communities across Texas with Texas Target Communities. This has included developing long -term transportation and economic development plans, based heavily on stakeholder engagement. He brings with him several years of GIS and demographics analysis experience, especially in the context of planning and real estate.
SIGNIFICANT PROJECTS
▸ Participation in development of long-term growth management plans for various rural communities across Texas.
▸ Automation of quarterly commercial maps illustrating real estate trends in major Texas metro areas at Texas Real Estate Research Center.
▸ Contribution to various urban economics and real estate - focused articles published in Texas Real Estate Research Center’s Tierra Grande magazine.
▸ Graduate-level research on placemaking and walkability in regions of extreme heat.
EDUCATION
▸ Master of Urban Planning, Texas A&M
University
▸ Bachelor of Science, Geography with a minor
in Mathematics, University of Alabama
EXPERTISE
▸ Geospatial analysis
▸ Land use planning
▸ Stakeholder engagement
▸ Walkability and placemaking
ITEM 3.1.
ATTACHMENT 5
CITY OF RANCHO CORDOVA | ECONOMIC DEV. STRATEGIC PLAN AND IMPLEMENTATION PLAN 25
KAREN BEARD
SVP, Production
[email protected]
ABOUT
Karen Beard has 30 years of experience thinking about economic development and community planning from a data, policy, and strategy perspective. Since joining TIP in 2000, she has filled both client-facing and “home team” roles for the firm. As a research associate and then a consultant, she managed client engagements in Texas and across the US, including a focus on helping clients understand their workforce. In her current role as senior vice president of production, Karen helps coordinate the firm’s client deliverables.
EXPERIENCE
Prior to joining TIP, Karen held the position of senior research analyst at the Texas Department of Economic Development.
During her tenure at TDED, she was involved in a number of projects, including the design and maintenance of the agency's "one stop" economic development web sites. In this capacity, she served as the principal developer of the Texas Business & Community Economic Development Clearinghouse, a searchable database of economic development resources.
As a research associate for the State Bar of Texas, Karen analyzed subjects of interest to the legal services industry and participated in dozens of law -related survey research projects, including an extensive annual report on attorney fees and compensation, as well as an award-winning survey on the concerns of minorities in the legal profession. She has also conducted research on the disability community for the Texas Rehabilitation Commission and led a major household travel survey as a research manager for NuStats, an Austin -based transportation research firm. Other topics that she has addressed include the evaluation of manufacturing technology centers and the effect of regulation on the cost of land development.
SIGNIFICANT PROJECTS
▸ Regional economic development planning: Green River Area Development District, KY; WIRED 26 -county region, KY/IN; Racine County EDC, WI.
▸ Defense-dependent communities: Anniston Army Depot, AL; Fort Hood, TX; Fort Campbell, KY.
▸ Workforce projects: Workforce Solutions of Central Texas; Western Kentucky Workforc e Investment Board; Pearland
Economic Development Corporation (TX); Workforce Solutions Lower Rio Grande Valley (TX).
EDUCATION
▸ Master of Science, Community & Regional
Planning, University of Texas at Austin
▸ Bachelor of Arts, Sociology, University of
Texas at Austin
EXPERTISE
▸ Survey research
▸ Regional economic analysis
▸ Workforce and higher education analysis
▸ Writing and editing
AFFILIATIONS
▸ Instructor, Texas Basic Economic
Development Course
ITEM 3.1.
ATTACHMENT 5
CITY OF RANCHO CORDOVA | ECONOMIC DEV. STRATEGIC PLAN AND IMPLEMENTATION PLAN 26
MEREDITH EBERLE
Senior Graphic Designer
[email protected]
ABOUT
Meredith Eberle has over 20 years of graphic design and administrative experience in industries ranging from survey research to education. As TIP’s graphic designer, Meredith draws on both her career experience and fine-arts education to help shape the look and feel of TIP’s presentations and deliverables.
Her contributions include design and layout; custom infographics, maps, and illustrations; and other creative digital and print media.
EXPERIENCE
Before joining TIP, Meredith worked in creative and administrative capacities for private education firms. She studied at The School of The Art Institute of Chicago and the University of North Texas, graduating with honors. Meredith also received a Bachelor of Arts in Photography with a minor in Social Science.
SIGNIFICANT PROJECTS
▸ Design of presentation on disruptive technology delivered to the International Economic Development Council; also
delivered as a webinar and made available for purchase
through the organization’s online store.
▸ Design of presentation on economic equity and inclusion for the Texas Economic Development Council’s COVID -19
response webinar series, available for purchase through the organization’s online store.
▸ Allen County Together, an economic development action plan for Greater Fort Wayne, Inc. (IN), designed in the client’s branding that showcased the county’s quality of place and unique assets.
▸ THRIVE Spokane, a regional CEDS and resilience framework designed in the client’s branding, communicating a collective vision for equitable and sustainable economic prosperity across Spokane County (WA).
▸ Inclusive Growth Analysis for the Chicago Metropolitan Agency for Planning (CMAP) region designed in TIP’s branding.
EDUCATION
▸ Bachelor of Arts, Photography, University of
North Texas
▸ Undergraduate Studies, Photography, School
of the Art Institute of Chicago
EXPERTISE
▸ Engaging designs for complex content
▸ Document quality control
▸ Custom visual content (infographics, maps,
and illustrations)
▸ Thought-provoking presentations
ITEM 3.1.
ATTACHMENT 5
z
512.343.9113 | TIPStrategies.com | 13492 N Hwy. 183, Ste 120-254, Austin, TX 78750
ITEM 3.1.
ATTACHMENT 5
1 ECONOMIC DEVELOPMENT
STRATEGIC PLAN PROPOSALS
CityOfRanchoCordova.org
ITEM 3.1.
ATTACHMENT 6
AGENDA
Background
01 Selection
Process
03 Consultant
Presentations
04 Objectives
02 05
Council
Feedback
ITEM 3.1.
ATTACHMENT 6
BACKGROUND
WHAT IS AN ECONOMIC DEVELOPMENT STATEGIC PLAN?
It is a roadmap for the City’s economic development efforts, guiding the City in creating quality jobs, fostering entrepreneurship, improving the business support infrastructure, ensuring sustainable growth, and promoting equitable access to opportunities.
ITEM 3.1.
ATTACHMENT 6
OBJECTIVES & ENGAGEMENT
Long-term
Sustainability
Vision &
Goals
Resource
Allocation
Adaptability
Stakeholder
Engagement
Performance
Measurement
Attracting
Investment
A 3- year roadmap designed to promote overall economic
health, increase employment opportunities, raise the
standard of living, and improve the resilience and
competitiveness of the local economy.
Focus on:
• Policy discussion with City Council Members
• Business Attraction and Retention
• Workforce Development
• Innovation and Technology Advancement
• Economic Diversification
• Sustainable Development
• Quality of Life Enhancements
• Public-Pr ivate Partnerships
• Marketing and Branding
• Re- imagining the office park
ITEM 3.1.
ATTACHMENT 6
SELECTION PROCESS
A review committee comprised of City Staff and Economic Development Experts reviewed and ranked all 13 proposals, identifying the top four proposals.
Evaluation Criteria
History, background, staffing, resources, and capabilities to complete this Project. Work plan methodology and project schedule.
Personnel background, qualifications, demonstrated creativity, and experience in the economic development i
ndustry.
Experience and expertise in Economic Development Strategic Plan and Implementation Plan for similar communities. Experience with underserved communities
References and relevant work samples.
T
op 4 Proposals
ITEM 3.1.
ATTACHMENT 6
6 Hold Business Street
ITEM 3.1.
ATTACHMENT 6
7 Today
1. Our Team
2. Your Challenge
3. Our Approach
ITEM 3.1.
ATTACHMENT 6
8 Our Team
1. The business side of city building.
ITEM 3.1.
ATTACHMENT 6
9 Our Team
1. The business side of city building.
2. We get results.
ITEM 3.1.
ATTACHMENT 6
10 ITEM 3.1.
ATTACHMENT 6
11 ITEM 3.1.
ATTACHMENT 6
12 ITEM 3.1.
ATTACHMENT 6
13 ITEM 3.1.
ATTACHMENT 6
14 Our Team
1. The business side of city building.
2. We get results.
3. We know the area.
ITEM 3.1.
ATTACHMENT 6
15 ITEM 3.1.
ATTACHMENT 6
16 The Challenge
ITEM 3.1.
ATTACHMENT 6
17 ITEM 3.1.
ATTACHMENT 6
18 Our Approach
ITEM 3.1.
ATTACHMENT 6
19 Our Approach
1. Leverage community assets.
ITEM 3.1.
ATTACHMENT 6
20 Our Approach
1. Leverage community assets.
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ATTACHMENT 6
21 Rancho Cordova is resourceful.
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ATTACHMENT 6
22 Our Approach
1. Leverage community assets.
2. Engage, involve, partner.
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ATTACHMENT 6
23 Our Approach
1. Leverage community assets.
2. Engage, involve, partner.
3. “Baked” in commitment.
ITEM 3.1.
ATTACHMENT 6
24 ITEM 3.1.
ATTACHMENT 6
25 25
Economic Development
Strategic Plan Proposal
City of Rancho Cordova
December 12, 2023
fourtheconomy.com
ITEM 3.1.
ATTACHMENT 6
We help
communities and
organizations
create strategic,
equitable, and
resilient futures.
26 ITEM 3.1.
ATTACHMENT 6
Example Projects
27 Economic Action Plan
Economic Development
Action Plan
Comprehensive Economic
Development Strategy
Economic Competitiveness
and Inclusion Plan
Strategic Economic
Development Plan
Economic Action Plan
MACOG Economic
Resilience Plan
Citywide Economic
Development Action Plan
Atlantic City, NJ Macon, GA State of Indiana Ramsey County, MN Scranton, PA York County, PA Michiana County, IN Laramie, WY ITEM 3.1.
ATTACHMENT 6
■ Summary of initial
findings from listening
tour and plan review
Timeline and Key Components
28 Months 1-4 Months 2-6 Months 6-8 Months 8-9
■ Kick Off
■ Community Listening
Tour
■ Organizational Analysis
■ Existing Plan Review
■ Convene Steering
Committee
■ Stakeholder Interviews
■ Baseline Analysis
■ Competitiveness
Framework Analysis
■ Understanding
Disparity
■ Synthesis
Deliverables
■ Summary of
quantitative and
qualitative data,
emerging themes and
key takeaways
■ Target Industry
Analysis
■ Build Sessions
■ Strategies and
Recommendations for
Business Attraction,
Retention and
Expansion
■ SWOT of target
industry analysis
■ Priority areas and
strategies for
consideration
■ Completion of a
Strategic Action Plan
■ Final deliverable with
success metrics and
implementation
strategy
ITEM 3.1.
ATTACHMENT 6
Community Engagement
29 ● Surveying (either broad-based to
solicit community feedback or
targeted for specific insights)
● Stakeholder interviews and
focus groups
● Community Build Sessions
ITEM 3.1.
ATTACHMENT 6
Thank you from the Ranch Cordova Project Team!
30 Senior Consultant
Alejandro
Martinez
Project Director
Jerry
Paytas, Ph.D.
Research Lead
Maura
Kay
Design & Technical
Communications
Manager
Justin
Wheeler
Analysis Support,
Engagement
Coordinator
Deminique
Heiks
Research &
Engagement
Support
Andrea
Negrín
ITEM 3.1.
ATTACHMENT 6
THE NATELSON DALE GROUP, INC.
Interview Presentation
December 12, 2023
ITEM 3.1.
ATTACHMENT 6
Team Leaders
Roger Dale Paul Saldana
ITEM 3.1.
ATTACHMENT 6
The Natelson Dale Group, Inc. (TNDG)
Economic development and real estate consulting firm
established in 1974
Core practice areas include:
Economic development strategic planning
Target industry analysis
Business retention/expansion/attraction
Real estate strategies and downtown revitalization
Retail market analysis and repositioning
Structuring of local/regional alliances
National experience with a California focus
ITEM 3.1.
ATTACHMENT 6
Paul Saldana, CEcD
Economic Development Practitioner for 30+ years
Business attraction / deal-making perspective
Direct exposure to national/international site selectors Understanding of State and Federal funding sources
Focus on inclusive economic development
Recent experience building a new ED department
based on TNDG plan (Bakersfield)
ITEM 3.1.
ATTACHMENT 6
Our Time-tested Approach to EDSP’s
Balanced mix of integrated activities:
Leverage previous plans, studies, partnerships (local and regional) Primary research and technical analysis, reflecting our familiarity with evolving economic development challenges and best practices Realistic understanding of market direction and competitive landscape Inclusive, highly interactive stakeholder engagement
Keen attention to equity, inclusion and geographic representation Action-oriented strategic plan reflecting Rancho Cordova’s unique potentials and challenges, stakeholder consensus, and “global” influences ITEM 3.1.
ATTACHMENT 6
Criteria Influencing
Site Location
Must Have Criteria
Suitable Size
Available
Affordable
Political Stability
Accessible
Proximity to supply and/or
market
Business Operations Infrastructure &
Services GeologicalSocialEnvironmental
Secondary Criteria
Proximity to
customers
Proximity to suppliers
Process integration
Government support
Tax incentives
Housing
Electricity
Water supply
City infrastructure
Policing
Topography of land
Soil type
Underground
structures
Groundwater quality
Direction of
groundwater flow
Quality of Life
Political climate
Labor availability
Labor cost
Union activity
Climatic conditions
Assimilative capacity
Air quality
requirements
Water availability
Wastewater
treatment capacity
Industrial neighbors
Logistics
requirements
Product properties
Future plant
expansion
Fire Services
Airport
Hospital
Support services
Upstream pollution
Suitable size
Neighboring
industrial uses
Historical setting
Proximity to
residences
Cultural sites
Education & Training
Hazardous waste
management
Secondary safety
zone
History of natural
disasters
ITEM 3.1.
ATTACHMENT 6
Face-to-face Community Engagement
Customized, flexible approach to outreach:
“Summit” workshops (EDSP Committee)
Community/public workshops (2)
Online surveys
Ongoing coordination with City staff
Direct interaction with City Council
ITEM 3.1.
ATTACHMENT 6
Key Features of EDSP
3-Year Implementation Plan: specific, prioritized recommendations Business retention/expansion/attraction plan
Entrepreneurial development supports
Real estate development strategy
Marketing framework
Workforce development connections
Placemaking/quality of life
“Foundational elements” (infrastructure, public safety, housing, etc.) Organizational/funding recommendations
Leveraging of City’s resources through partnerships
Performance measures/timelines
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ATTACHMENT 6
Thank you!
ITEM 3.1.
ATTACHMENT 6
ECONOMIC DEVELOPMENT STRATEGIC PLAN
JEFF MARCELL, SENIOR PARTNER
JENNIFER TODD-GOYNES, SENIOR CONSULTANT
CITY OF RANCHO CORDOVA, CALIFORNIA
Hagan_Park_Rancho_Cordova_83_-_panoramio by UncleVinny via Wikimedia Commons (CC BY 3.0) ITEM 3.1.
ATTACHMENT 6
INTRODUCTION
ITEM 3.1.
ATTACHMENT 6
Committed to holistic thinking and
sustainable development.
We design strategies that will
support your community’s
vision for the future.
THEORY INTO PRACTICE
ITEM 3.1.
ATTACHMENT 6
1995 500+
YEAR FOUNDED ENGAGEMENTS
350+
CLIENTS
44 5
STATES COUNTRIES
ITEM 3.1.
ATTACHMENT 6
Project Management Team
Jeff Marcell
Senior Partner
Tracye McDaniel
President
Jennifer Todd-Goynes
Senior Consultant
Victoria Wilson
Consultant
PRINCIPAL-IN-CHARGE STRATEGIC ADVISOR LEAD CONSULTANT ASSISTING CONSULTANT ITEM 3.1.
ATTACHMENT 6
OUR
APPROACH
ITEM 3.1.
ATTACHMENT 6
THEORY INTO PRACTICE PLANNING MODEL
DISCOVERY
Site visits
Assessment
Benchmarking
Focus groups
Cluster analysis
OPPORTUNITY
Visioning
Goal setting
Consensus building
Strategies
Projects
IMPLEMENTATION
Specific actions
Resources
Leadership
Milestones
Metrics
ITEM 3.1.
ATTACHMENT 6
WHAT INFORMS THE STRATEGIC PLAN?
WHAT YOU TELL US
▸ Meetings with community leadership & staff
▸ Focus group discussions
▸ Stakeholder interviews, surveys, & workshops
WHAT THE DATA TELL US
▸ Economic assessment
▸ Benchmarking vs. competitors & peer cities
▸ Cluster & target industry analysis
WHAT OUR EXPERIENCE TELLS US
▸ Strategies & initiatives
▸ Best practices
▸ Trends in economic development
ITEM 3.1.
ATTACHMENT 6
To create an economic development
strategy and detailed implementation
roadmap that drive inclusive growth and
prosperity in Rancho Cordova.
PROJECT GOAL
ITEM 3.1.
ATTACHMENT 6
PROPOSED SCHEDULE
NOTE: TIP has a production process that should be factored into timelines for the development of deliverables. This process includes professional proofreading and design. The time required for production may vary based on the type of deliverable, planned uses and audiences, and amount of content.
DEC JAN FEB MAR APR MAY JUN JUL
Organizational
analysis
Opportunity
workshop
Strategic
direction
Kickoff
meeting
Draft
deliverables
Presentation &
workshop
Stakeholder
engagement
Target industry
analysis
DISCOVERY
OPPORTUNITY
IMPLEMENTATION
Baseline
analysis
BRE &
attraction
Competitive
position
Commercial property
analysis
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ATTACHMENT 6
ENGAGEMENT
PROCESS
ITEM 3.1.
ATTACHMENT 6
STAKEHOLDER ENGAGEMENT
OUTREACH
Raise awareness
of the project,
generate “buzz”
INPUT
Identify strengths,
weaknesses,
opportunities, and
threats (SWOT)
REFINEMENT
Refine issues,
explore
opportunities,
increase
stakeholder
buy-in
ACTION
Dedicate resources,
engage other
leaders
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ATTACHMENT 6
QUESTIONS?
ITEM 3.1.
ATTACHMENT 6
13492 N Hwy 183
Suite 120-254
Austin, TX 78750
+1 512 3439113
www.tipstrategies.com
Based in Austin
with offices coast to coast
ITEM 3.1.
ATTACHMENT 6
55 NEXT STEPS
Receive
Feedback
from
Council
Draft an
Agreement
with top
Consultant
Return to
Council
with
agreement
for
approval
Kick Off
The EDSP
Process
ITEM 3.1.
ATTACHMENT 6
56 THANK YOU!
CityOfRanchoCordova.org
ITEM 3.1.
ATTACHMENT 6